The group is working with a financial adviser on a possible transaction, while Bain Capital seeks additional capital to accelerate Hscale’s build-out across Europe, the Middle East and Africa. Deliberations remain at an early stage and there is no certainty that a deal will be completed. The size of the possible investment has not been disclosed.

Hscale was unveiled in May 2025 as Bain Capital’s hyperscale data centre platform for the EMEA region. The company emerged from Bain’s purchase of an 80 per cent stake in AQ Compute, the data centre business of Germany-based Aquila Group, in October 2024. Aquila retained a minority holding, giving the venture both private-equity backing and access to a renewable-energy-oriented development pipeline.

The platform is being positioned to serve hyperscalers, cloud providers and AI-driven customers requiring large campuses, high power density and long-term energy access. Its existing and planned assets include a live 6MW facility near Oslo, expansion capacity in Norway, a project outside Barcelona and larger campus plans in markets such as Madrid and Milan. Hscale has also been targeting more than 1GW of capacity over time, placing it among the ambitious new entrants trying to close Europe’s supply gap.

For Dubai Holding, a move into Hscale would mark a shift beyond its established strengths in property, hospitality, asset management, entertainment and financial investments. The group has more than AED500bn in assets across over 30 countries and 10 sectors, and has been steadily adding overseas exposure through hospitality and investment vehicles. A data centre stake would give it access to an infrastructure class increasingly viewed as core to AI adoption, cloud migration and digital sovereignty.

The potential transaction also reflects a wider pattern of Gulf capital moving into hard digital infrastructure. Regional investors have been expanding exposure to AI platforms, semiconductors, cloud services and data centres, backed by long-duration capital and national strategies aimed at building advanced technology ecosystems. Data centres have become attractive because they combine real assets, contracted revenues and exposure to fast-growing compute demand.

Europe is a natural target, but it is also a difficult one. Demand from hyperscale cloud providers has outpaced available capacity in established hubs such as Frankfurt, London, Amsterdam, Paris and Dublin. Vacancy rates across major markets have fallen sharply, while power availability, grid connections, permitting delays and land constraints have slowed new supply. Secondary markets including Milan, Madrid and Barcelona have gained importance as operators seek locations where energy access and planning approvals may be more workable.

The commercial case for Hscale rests partly on that imbalance. AI workloads require high-density facilities, advanced cooling and dependable electricity supply. Traditional enterprise data centres are often unsuitable for large training and inference requirements, while hyperscalers increasingly want campuses that can scale over years rather than single-site deployments. Operators that can secure land, power and customers early are likely to command strong investor interest.

Bain Capital has already been active in digital infrastructure through platforms in Asia and the United States, giving Hscale a template for rapid expansion. Its partnership with Aquila adds a sustainability angle, with clean-energy access expected to be a key differentiator in European markets where grid stress, carbon reporting and community resistance are rising. Data centre developers increasingly need to show not only capacity but also a credible answer to power consumption and environmental scrutiny.

The proposed Dubai Holding investment would come as private capital competes heavily for exposure to AI infrastructure. Global demand for data centre capacity is projected to rise sharply through 2030, driven by cloud expansion, generative AI, enterprise digitisation and sovereign compute ambitions. Investors are also looking beyond buildings to electricity generation, battery storage and grid-adjacent assets, as power supply has become one of the defining constraints on the sector.

Still, the opportunity carries risks. Data centre valuations have climbed as capital has chased scarce capacity. Construction costs remain high, equipment lead times can be long, and local opposition to new campuses has intensified in parts of Europe over water use, energy consumption and noise. A platform such as Hscale must also compete with established operators and hyperscaler self-build programmes, while navigating different regulatory regimes across markets.

For Dubai Holding, the attraction lies in gaining exposure to a sector tied to the next phase of global infrastructure spending without building the platform from scratch. For Bain Capital, bringing in a strategic investor with deep capital could support a faster roll-out at a time when scale, speed and energy access are becoming decisive. The talks underline how data centres have moved from a specialist property niche to a central battleground for investors seeking a stake in the AI economy.

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The bank’s latest market outlook points to a more constructive backdrop for regional portfolios after the US-Iran interim deal helped cool fears of a prolonged disruption to Gulf energy flows. The retreat in oil volatility has given investors room to refocus on earnings, income opportunities and long-term diversification, rather than positioning mainly for crisis protection.

“UAE investors are entering the second half of 2026 from a position of strength. The region continues to benefit from supportive liquidity conditions and the stabilisation of oil markets,” said Ayesha Abbas, Managing Director and Head of Affluent and Wealth Solutions, Europe, Middle East and Africa, and UAE at Standard Chartered.

The assessment comes after months in which Middle East tensions drove sharp swings in oil, shipping costs, currencies and haven assets. The interim arrangement between Washington and Tehran has reduced immediate fears of a broad confrontation, although investors remain alert to execution risks, maritime security threats and the possibility that negotiations may stall before a lasting settlement is reached.

Oil’s pullback from conflict-driven levels has been central to the change in market tone. Brent crude has moved away from earlier highs as traders reassessed the probability of a sustained supply shock through the Strait of Hormuz, one of the world’s most important energy corridors. Lower oil-price volatility tends to ease inflation expectations, reduce pressure on global bond markets and support risk assets, particularly in economies with strong fiscal buffers and resilient domestic liquidity.

For the UAE, the impact is two-sided. A stable oil market supports confidence in the wider Gulf economy, while excessively high prices can raise global inflation and weaken demand in key trading partners. Standard Chartered’s view suggests that the current phase of moderation may prove more helpful to investor sentiment than a disorderly surge in crude, especially if it preserves government spending capacity while reducing global macroeconomic stress.

The UAE’s domestic backdrop remains comparatively firm. Dubai and Abu Dhabi have continued to draw capital through real estate, financial services, logistics, tourism, technology and private wealth channels. Strong population inflows, expanding family-office activity and sustained demand for regional capital-market access have added depth to local investment activity. The country’s dollar peg also keeps monetary conditions closely linked to the US interest-rate cycle, making the direction of Federal Reserve policy a key factor for portfolio positioning.

Standard Chartered expects investors to remain selective rather than indiscriminate. The bank has stressed the importance of diversification as markets adjust to lower geopolitical stress but still face uncertainty from trade policy, fiscal deficits, elections, artificial intelligence-led market concentration and uneven global growth. That points to portfolios balanced across quality equities, income-generating bonds, alternative assets and cash buffers.

Regional equities may benefit if lower energy risk premiums combine with stable earnings and improving foreign participation. Gulf markets have also been supported by reforms aimed at deepening liquidity, broadening listings and attracting institutional capital. Abu Dhabi and Dubai have both used privatisations, public offerings and sector diversification to strengthen market infrastructure, giving investors more ways to gain exposure to the non-oil economy.

Fixed income is also likely to remain prominent in regional portfolios. Higher yields over the past two years have made bonds more attractive to wealth clients seeking predictable income, while any shift towards easier US monetary policy could support capital gains. Sovereign and high-quality corporate debt from the Gulf continues to appeal to investors looking for credit exposure backed by strong balance sheets and substantial public-sector assets.

The main risk is that markets move too quickly to price in a durable peace dividend. The US-Iran arrangement remains interim, and any renewed disruption around shipping lanes, sanctions enforcement or nuclear negotiations could quickly restore a premium to oil and haven assets. Traders are also watching whether energy supplies normalise smoothly, as logistical bottlenecks and insurance costs can keep parts of the market tight even after headline tensions ease.

Wealth managers say clients are no longer treating geopolitical shocks as isolated events. The experience of the past year has reinforced demand for portfolios that can withstand sudden changes in oil, currencies and rates. That has increased interest in structured products, multi-asset strategies and professionally managed discretionary portfolios, particularly among affluent and high-net-worth clients in the UAE.

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The warning marks an unusually direct challenge from one of OPEC’s five founding members and its second-largest producer after Saudi Arabia. Officials familiar with Iraqi oil policy said Baghdad had weighed the option of leaving the group if its request for a much higher ceiling was not treated seriously. A senior oil ministry official said Iraq was facing acute financial pressure from the Iran war and needed greater room to pump and export crude to stabilise public finances.

Iraq’s quota for July stands at about 4.378 million barrels per day, following a modest increase agreed by core OPEC+ producers. That rise, estimated at 26,000 barrels per day for Iraq, has fallen far short of Baghdad’s expectations. Officials argue that the country’s production capacity and fiscal needs justify a more substantial revision, particularly after months of disruption to Gulf shipping and southern export flows.

“Saudi Arabia and other OPEC allies should treat this matter with the utmost seriousness. Failing that, Iraq will be compelled to consider all available options,” the senior official said. Asked whether leaving OPEC had been discussed, the official said such a step remained premature, but the remarks underscored the depth of frustration in Baghdad.

The dispute comes as OPEC+ tries to manage a fragile balance between supporting prices and restoring output after the Strait of Hormuz crisis cut flows from several Gulf producers. The group approved another output-target increase this month, its fourth in as many months, but several members remain unable to make full use of their quotas because of export constraints, damaged logistics and security risks around key maritime routes.

Iraq’s economy is especially exposed to the squeeze because crude sales fund the bulk of state revenue and underpin a large public-sector wage bill. Before the war, Iraq normally exported about 3.6 million barrels per day, with roughly 3.4 million barrels per day moving through southern Basra terminals. Output from southern fields has been expected to recover above 3 million barrels per day as conditions improve, but officials say quota restrictions could prevent the country from taking advantage of any reopening of export routes.

Baghdad’s position also reflects a long-running complaint that OPEC’s quota system does not fully recognise Iraq’s reserves, upstream investment needs and post-war reconstruction burden. Iraq has argued for years that it requires higher production capacity to finance infrastructure, power, water and salary commitments, while OPEC+ has pressed members to comply with agreed limits and compensate for past overproduction.

The threat carries symbolic weight. OPEC was founded in Baghdad in 1960 by Iraq, Iran, Kuwait, Saudi Arabia and Venezuela. A move by Iraq to walk away would strike at the organisation’s historic identity and could embolden other producers seeking looser restrictions. It would also complicate Saudi efforts to hold together a producer alliance already reshaped by shifting market power, sanctions, war risks and the growing role of non-OPEC suppliers.

The pressure on OPEC has intensified after the United Arab Emirates’ departure this year, which followed years of tension over production baselines and the country’s investment in spare capacity. Angola left at the start of 2024 after a quota dispute, while Qatar exited in 2019 to focus on gas. Those departures have narrowed the group’s producer base and exposed the political difficulty of assigning national limits in a market where members have sharply different fiscal needs and investment plans.

Oil markets have also become more volatile since the Iran war disrupted Gulf shipments. Brent crude surged during the peak of the crisis as traders priced in the risk of a prolonged loss of supply, then retreated as more tankers moved through the Strait of Hormuz and fears of a wider conflict eased. The swing has left governments dependent on oil revenue facing uncertainty over both volume and price.

For Iraq, the core demand is a higher baseline before 2027 quotas are finalised. OPEC+ has been reviewing member production capacities, a process that could reshape how future quotas are calculated. Baghdad wants that review to reflect its ability to raise output if export channels normalise and international oil companies expand work at major fields, including in the south.

The article Baghdad raises stakes in OPEC quota clash appeared first on Arabian Post.

The Dubai Financial Services Authority licensed and registered 182 new firms during the year, a 16 per cent increase on 2024, taking the total number of regulated entities in Dubai International Financial Centre to 1,050 across banking, capital markets, wealth and asset management, insurance and fintech. The annual figures marked the third consecutive year of double-digit growth in the regulated financial services ecosystem.

The advance came as Dubai strengthened its claim as the Middle East, Africa and South Asia region’s leading financial hub, supported by rising flows of asset managers, private banks, hedge funds, insurers and fintech businesses. The March 2026 edition of the Global Financial Centres Index placed Dubai seventh worldwide, up from 12th in the previous year’s ranking, making it the only financial centre from the region in the global top 20.

The DFSA’s 2025 annual report pointed to broad-based expansion rather than growth concentrated in a single segment. Fund management remained one of the fastest-growing areas, with 121 authorised firms and 276 funds operating in the centre. Assets under management in the wider wealth and asset management sector rose to $176 billion, up 4 per cent year on year, while assets under advisory reached $220 billion, an increase of 22 per cent.

The data underline the growing role of Dubai as a base for investment firms seeking access to Gulf capital, cross-border wealth flows and emerging-market opportunities. DIFC has become a top-five global hub for hedge funds, with 87 registered in the centre, including two of the world’s largest. The centre’s appeal has been reinforced by the emirate’s tax environment, time zone, regulatory framework, lifestyle offering and proximity to sovereign wealth funds and family offices across the Gulf.

Banking activity also expanded during the year. The combined balance sheets of banks operating in DIFC reached $251 billion at the end of the fourth quarter, up 19 per cent from a year earlier and 195 per cent higher than at the end of 2015. Private banking assets under advisory rose 23 per cent to $103.8 billion, supported by a client base of more than 14,000.

Capital markets remained a key part of the centre’s growth strategy. New debenture listings totalled $30.6 billion in 2025, lifting outstanding listings to $147.4 billion. DIFC also maintained its position as a major sukuk listing jurisdiction, with $107.9 billion in outstanding listings. Over-the-counter market activity recorded strong expansion, with transaction value and volume exceeding $13 trillion in the fourth quarter.

Insurance and reinsurance activity added to the momentum. The number of insurance-related entities increased by 15 per cent, while gross written premiums reached $4.24 billion for reinsurers and reinsurance underwriters and $3.38 billion for insurance brokers. The figures point to Dubai’s increasing role as a regional risk-transfer and specialist insurance centre as businesses across the Gulf expand infrastructure, trade, aviation, energy and financial activity.

The DFSA’s report also highlighted market integrity as a central concern during a period of rapid expansion. The regulator progressed 17 enforcement matters at the investigative stage during 2025 and concluded seven by year-end. It received 322 complaints involving firms or individuals within its jurisdiction, resolving 81 per cent within 28 days, and issued 49 consumer alerts, a 69 per cent increase from 2024, as scams and unauthorised activity remained a risk for fast-growing financial centres.

Regulatory cooperation continued to deepen. By the end of 2025, the DFSA was a signatory to 120 memoranda of understanding, five multilateral memoranda and eight innovation agreements, giving it channels for cross-border supervision and information-sharing at a time when financial firms are increasingly operating across several jurisdictions.

Technology formed another major theme in the annual report. The DFSA’s Tokenisation Regulatory Sandbox, launched in March 2025, drew 96 expressions of interest from firms across six jurisdictions. Its annual artificial intelligence survey found that 52 per cent of DIFC firms were using AI in 2025, compared with 33 per cent in 2024, while adoption of generative AI rose 166 per cent year on year.

Dubai’s broader financial centre also recorded landmark growth in 2025, with new company registrations at DIFC rising nearly 40 per cent to 1,525 and total active registered firms reaching about 8,840 by the end of December. DIFC is pursuing a long-term expansion plan intended to support further growth towards 2040, after high occupancy and sustained demand from financial services firms placed pressure on available space.

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The new entity, Varenne Capital Ltd, is a wholly owned UAE subsidiary regulated by the Dubai Financial Services Authority. The move marks the firm’s first regional base after building its business across Europe and positions it closer to institutional investors, private wealth networks and family offices using Dubai as a gateway to markets across the Middle East, Africa and South Asia.

The Dubai office will be led by Giacomo de Nardis, Senior Executive Officer and Director of Varenne Capital Ltd. De Nardis has spent more than 15 years at Varenne and has been closely involved in the firm’s investment process, making him the senior figure chosen to represent the manager in its next phase of international expansion.

Giuseppe Perrone, co-founder and President of Varenne Capital Partners, said the DIFC offered “the energy, the talent, and the connections” needed for the firm’s growth. He said de Nardis’s tenure and investment experience made him “the ideal person to represent the firm in its new chapter”.

De Nardis said Dubai had established itself as one of the world’s most dynamic financial ecosystems, citing its pool of talent, technological depth and ambition. His appointment reflects Varenne’s attempt to embed senior investment experience in the region rather than treat the office only as a representative outpost.

Founded in 2003 by its current management team, Varenne Capital Partners is an independent, employee-owned investment manager based in Paris. The firm describes its approach as research-led and process-driven, with a focus on global developed market equities. Its investment frameworks cover long equities, short equities, merger arbitrage and tail-risk hedging, combined in strategies with varying levels of targeted net equity exposure.

The firm had $2.6 billion in assets under management at the end of 2025. It is authorised and regulated by France’s Autorité des Marchés Financiers and is registered with the US Securities and Exchange Commission as an Exempt Reporting Adviser. The regulatory layering gives the Dubai entity a bridge between European oversight, US reporting status and DIFC’s financial services regime.

Varenne’s arrival comes as DIFC continues to gain ground as a preferred base for asset managers, hedge funds, banks, insurers and private wealth advisers. The centre recorded 8,844 active registered companies in 2025, including 1,052 regulated firms. Wealth and asset management entities exceeded 500, while hedge fund managers crossed the 100 mark, underlining Dubai’s growing appeal to global investment firms seeking access to regional capital and mobile private wealth.

DIFC’s broader ecosystem has also been expanding beyond traditional finance. Its workforce reached 50,200 in 2025, while AI, FinTech and innovation-focused firms rose to 1,677. Family-related entities climbed to 1,289, helped by demand from globally mobile entrepreneurs and wealthy families seeking succession, governance and investment structures in a jurisdiction built around English common law principles and independent courts.

The Gulf has become a more competitive arena for global money managers as sovereign wealth funds, family offices and institutional investors increase allocations to public markets, private credit, infrastructure, technology and alternative strategies. Dubai has benefited from that shift by offering regulatory clarity, tax efficiency, international connectivity and proximity to pools of capital across the Gulf and wider emerging markets.

For Varenne, the expansion provides a platform to build relationships with professional investors in a market where demand for differentiated equity strategies, downside-risk management and multi-framework investment processes has grown. The firm’s emphasis on proprietary research and formalised processes may help it appeal to allocators seeking disciplined exposure to developed-market equities at a time of heightened market volatility and changing interest-rate expectations.

Salmaan Jaffery, Chief Business Development Officer at DIFC Authority, welcomed the firm’s entry, saying its decision to establish operations in the centre highlighted DIFC’s standing among internationally regulated financial firms. He said Varenne’s track record and investment approach would add expertise to the centre’s asset-management community.

The article Varenne Capital opens Dubai base for regional push appeared first on Arabian Post.

The technique, named BioShocking by LayerX Security, was tested against five agentic browsers and one browser-based AI plugin: ChatGPT Atlas, Perplexity Comet, Fellou, Genspark Browser, Sigma Browser and Anthropic’s Claude Chrome plugin. The company said all six systems failed to recognise the final stage of the test as a harmful request when the agent had first been conditioned to accept false rules inside a game.

The demonstration centred on a puzzle designed to make the browser agent abandon ordinary logic. The AI was first encouraged to accept that wrong answers were correct, including a scenario in which 2 + 2 had to be treated as 5. After adapting to the game’s inverted rules, the agent was instructed to visit a path that redirected to what appeared to be an employer’s GitHub repository and copy sensitive login material from a text box.

The test took place in a controlled environment using plaintext credentials, but the security implication is broader. Agentic browsers can interact with pages, tabs, forms, repositories, email accounts and internal business tools that a user is already logged into. Once an AI assistant is granted visibility across that session, a malicious page may be able to influence its next steps without breaching the browser in the traditional sense.

LayerX said vendors were notified. Its disclosure record listed OpenAI’s ChatGPT Atlas as fixed after submission on 30 October 2025, while Perplexity’s Comet was marked as closed or ignored after a 20 October 2025 submission. Fellou, Genspark Browser and Sigma Browser were listed as having given no response after 30 October 2025 submissions, while Anthropic’s Claude Chrome plugin was marked as “patch failed” following a 26 January 2026 submission.

The episode adds to a widening security debate around AI browsers, which are being promoted as a shift from passive browsing to task completion. Instead of simply showing web pages, these tools can summarise sites, compare products, draft messages, fill forms, open links and take multi-step actions. That capability has made them attractive to consumers and enterprises, but it also expands the attack surface because the assistant may act with the same access as the signed-in user.

Prompt injection has become one of the central risks in this category. Unlike conventional malware, it may not require a file download, a malicious executable or an exploit chain against browser code. Instructions can be hidden in web content, comments, documents, URLs or visual elements that the AI interprets while completing a task. The danger arises when the assistant treats attacker-controlled content as an instruction rather than as untrusted data.

Academic work has warned that tool-using AI agents are especially vulnerable when they handle sensitive information across multiple contexts. Studies of agentic systems have found that prompt injection can reduce task reliability and, in some workflows, cause leakage of personal or operational data. Other work on credential exposure in agent skills has identified risks involving secrets, logs and cross-modal interpretation, where code and natural-language instructions combine to create leakage paths.

The BioShocking test highlights a specific weakness: context manipulation. Safety guardrails generally depend on a model recognising that a request is harmful in the real world. If the system is persuaded that the interaction is fictional, game-like or governed by alternative rules, it may treat restricted actions as harmless moves within that scenario. That distinction matters for browsers because the agent’s actions may still occur inside real authenticated services.

Security teams are likely to scrutinise how much authority AI browsers should receive by default. A browser assistant that can read repositories, open email, inspect documents or copy data from enterprise tools may need stronger permission boundaries than a conventional chatbot. Explicit confirmation before accessing sensitive pages, tighter scoping of agent sessions, better detection of role-play attacks and clearer separation between web content and user commands are emerging as key controls.

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The Bellevue-based games and hardware group has priced the 512GB Steam Machine at $1,049, while the 2TB version costs $1,349. Bundles with the new Steam Controller lift the prices to $1,128 and $1,428 respectively. UK and eurozone pricing also places the device firmly in premium territory, with the entry model starting at £879 and €1,039.

Valve said the price reflects the cost of components secured over the past six months, after earlier assumptions about falling manufacturing costs were overtaken by sharp increases in memory and storage prices. The company said its original pricing goal was no longer viable, a striking admission for a device designed to challenge the convenience of consoles while retaining the openness of a gaming PC.

The Steam Machine is scheduled to begin shipping from June 29, with access controlled through a reservation system rather than a conventional first-come, first-served launch. Customers were required to register interest before a randomised selection process, with purchase invitations expected to give selected buyers a limited window to complete orders. Valve has also restricted purchases to eligible Steam accounts in an effort to reduce scalping.

The price has become the defining issue around the launch. Sony’s PlayStation 5 and Microsoft’s Xbox Series X remain significantly cheaper in the US, while even Sony’s higher-priced PlayStation 5 Pro sits below the Steam Machine’s 2TB bundle. Valve is presenting the device not as a locked console but as a compact Linux-based PC capable of running a user’s existing Steam library, yet the comparison with consoles is unavoidable because the product is aimed at the television and couch-gaming market.

The new Steam Machine is a six-inch cube running SteamOS, the Linux-based operating system also used by the Steam Deck. It uses semi-custom AMD processing and graphics hardware, 16GB of RAM, solid-state storage, Bluetooth, Ethernet, Wi-Fi and microSD support. Valve says the machine delivers more than six times the performance of the Steam Deck and is designed for 4K gaming with upscaling technologies enabled, although performance will vary by title and settings.

The company’s pricing decision also reflects a strategic choice. Console makers have often sold hardware at thin margins or at a loss, recovering money through game sales, subscriptions and tightly controlled ecosystems. Valve has said it does not want to subsidise the Steam Machine in a way that would push it towards a more closed model. Its argument is that PC gaming depends on choice, open hardware competition and software flexibility.

That principle may appeal to long-time PC players, but it also narrows the device’s mass-market appeal. A buyer spending more than $1,000 on hardware will weigh the Steam Machine against self-built PCs, pre-built gaming desktops, handheld PCs, consoles and existing living-room solutions such as streaming from a desktop. Valve’s advantage lies in integration: a console-style interface, access to a large Steam library and hardware designed around SteamOS rather than Windows.

Supply conditions have complicated the launch. Demand for memory chips and storage has been affected by large-scale investment in artificial intelligence infrastructure, data centres and high-performance computing. Consumer electronics companies have faced higher prices for RAM and SSDs, with several gaming devices and consoles seeing price increases over the past year. Valve’s comments indicate that even a company with strong distribution power could not fully absorb those pressures.

The launch marks Valve’s second major attempt to put Steam-branded hardware in the living room. The first Steam Machines, introduced more than a decade ago through third-party manufacturers, struggled because of uneven hardware, limited Linux game compatibility and unclear positioning. The market has changed since then. Steam Deck has proved that Valve can sell dedicated gaming hardware, and SteamOS compatibility has improved as more Windows games run through Proton.

The new device arrives as the wider games hardware market shifts. Handheld gaming PCs have expanded beyond the Steam Deck, Microsoft is seeking to strengthen Windows gaming across devices, and Sony and Nintendo continue to defend console ecosystems built around exclusive software and predictable hardware. Valve is trying to occupy the space between those models: simpler than a desktop PC, more open than a console, and tied to a store that already dominates PC game distribution.

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The event will be held under the patronage of H. H. Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister, Minister of Defence, and Chairman of The Executive Council of Dubai, and under the guidance of H. H. Sheikh Mansoor bin Mohammed bin Rashid Al Maktoum, President of the UAE Olympic Committee and Chairman of the Dubai Sports Council.

Organised by the Dubai Sports Council, the summit will be staged under the theme “Uniting the World Through Sport”, extending a platform launched last year to position Dubai as a meeting point for sports leadership, commercial innovation and international cooperation. The 2026 edition is being designed around issues reshaping the industry, including advanced technologies, artificial intelligence, athlete development, fan engagement, governance, new sports formats and the expanding economic role of major events.

The summit will also feature the presentation of the Mohammed bin Rashid Al Maktoum Global Sports Award, one of the region’s most prominent honours recognising athletes, teams, administrators and institutions whose work has had a significant impact on sport. The award component gives the forum a dual character as both a policy and business gathering and a platform for honouring high achievers.

The first edition of the summit drew more than 1,500 sports figures, officials and decision-makers, including about 200 international stars. Its programme included major names from football, tennis, boxing, basketball, mixed martial arts and Olympic sport, while its online reach was amplified through live streams and social media engagement across global audiences.

Among the figures who took part in the inaugural summit were FIFA President Gianni Infantino, tennis champion Novak Djokovic, boxing icon Manny Pacquiao, former footballers Ronaldo, Cafu, Roberto Baggio, Alessandro Del Piero, Rio Ferdinand, Carles Puyol and Andres Iniesta, MMA figure Khabib Nurmagomedov, Paris Saint-Germain president Nasser Al Khelaifi, basketball star Tony Parker and Olympic medallists from multiple disciplines.

The next edition is expected to expand the summit’s role beyond celebrity participation, with greater emphasis on building partnerships between federations, clubs, technology companies, investors and public authorities. Work is already under way to define themes that match the rapid transformation of sport as a business, social platform and diplomatic tool.

Dubai’s sports strategy gives the summit wider significance. The Dubai Sports Sector Strategic Plan 2033 aims to raise the sector’s annual contribution to the emirate’s GDP from AED10.17 billion to AED18.3 billion, increase the number of residents actively participating in sport from 1.6 million to 2.6 million, and lift annual attendance at major sports events from 1.67 million to 4.1 million.

The emirate already hosts more than 400 sports events a year, spanning elite competitions, mass-participation races, school tournaments, corporate leagues and community fitness programmes. Its sports calendar has increasingly become part of Dubai’s wider tourism and lifestyle economy, supporting hotels, aviation, retail, media, sponsorship and entertainment.

The summit also comes as the Middle East deepens investment in sport across football, motorsport, combat sports, golf, tennis, esports and major-event hosting. Gulf cities are competing to attract federations, tournaments, academies and sports-technology companies, while global leagues and clubs are seeking new audiences and commercial partners across the region.

For Dubai, the World Sports Summit fits a broader strategy of using global forums to reinforce its position as a convener across sectors. The city has built a model around high-profile gatherings in government, aviation, finance, technology, health, culture and climate policy. Sport now occupies a larger place in that calendar, reflecting its value as both an economic sector and a tool for social participation.

The 2026 programme is expected to address how artificial intelligence is changing athlete performance, scouting, broadcasting, ticketing, injury prevention and anti-doping systems. Technology is also altering the relationship between clubs and supporters, with data-led personalisation, streaming platforms and digital communities creating new revenue models beyond traditional matchday income.

Talent attraction and development will be another key area. Dubai has sought to position itself as a base for athletes, coaches, academies, sports medicine specialists and entrepreneurs. Its infrastructure, connectivity and growing events ecosystem have strengthened its appeal to organisations looking for regional headquarters or training hubs.

The summit’s policy dimension is likely to cover governance, integrity and sustainability, areas that have become central to international sport as federations confront pressures over financial transparency, athlete welfare, inclusion, climate impact and the legacy of mega-events. The presence of administrators, investors and athletes on one platform is intended to create practical dialogue rather than a purely promotional showcase.

The article Dubai summit sets global sports agenda appeared first on Arabian Post.

The Dubai-based carrier said it moved more than 439,000 tonnes of cargo on freighter and passenger flights from 12 markets in East and Southeast Asia during FY2025/26, an increase of about 5 per cent over the previous financial year. The expansion reflects rising demand from manufacturers, e-commerce platforms, electronics producers, pharmaceutical suppliers and perishables exporters looking for reliable long-haul air cargo routes through Dubai.

The latest changes include higher freighter frequencies to Japan, Hong Kong, Taiwan, China, Singapore, Thailand and Vietnam, reinforcing Emirates SkyCargo’s position on trade lanes linking Asia’s production centres with consumer and industrial markets across six continents. Customers in the region now have access to more than 12,000 tonnes of weekly cargo capacity through dedicated freighters and bellyhold space on passenger aircraft.

Narita Airport in Tokyo will see freighter capacity double from one to two weekly services, strengthening support for Japan’s automotive, electronics and pharmaceutical sectors. Hong Kong, one of the world’s most important export and logistics hubs, will be served by 37 weekly freighter flights, giving shippers greater flexibility on high-volume routes.

The carrier has also expanded into central China with three weekly flights from Zhengzhou, a major industrial and logistics centre in Henan province. Zhengzhou has built a strong role in electronics manufacturing and cross-border e-commerce, making air freight capacity a key part of its export model.

Singapore freighter operations have resumed with a weekly service connecting to Dubai via Mumbai, creating a trade lane across Asia and supporting movement between Southeast Asia, South Asia and the Gulf. Taiwan will see freighter services to Taipei rise from one weekly flight to two, driven by demand for high-tech electronic cargo.

Bangkok continues to be served by a weekly freighter operation carrying technology products, perishables, fashion and consumer goods, while Hanoi remains on four weekly freighter services. Vietnam’s role as a manufacturing and export base has expanded sharply over the past decade, particularly in electronics, textiles, footwear, seafood and fresh produce.

Badr Abbas, divisional senior vice-president at Emirates SkyCargo, said East and Southeast Asia were central to global production, including high-tech goods, perishables and e-commerce flows. He said additional freighter flights and a wider freighter footprint would help exporters move goods quickly and securely to end customers worldwide.

The expansion comes as global air cargo demand has shown resilience despite pressure from tariff uncertainty, supply-chain disruption and geopolitical risk. Air cargo demand rose in April 2026 after a difficult period for several Gulf-linked routes, with Asian trade flows helping offset weakness in some other corridors. The sector continues to benefit from demand for high-value, time-sensitive goods, including electronics, pharmaceuticals, fresh food, automotive components and fashion products.

Emirates SkyCargo’s strategy combines dedicated freighter operations with bellyhold capacity on wide-body passenger flights. Across East and Southeast Asia, the carrier offers capacity on more than 320 passenger flights each week, allowing exporters to use both scheduled passenger services and main-deck freighter space depending on shipment size, urgency and handling needs.

The company’s specialist products are central to the Asia expansion. Emirates Vulnerable supports secure movement of high-value electronics and product launches, Emirates Fresh handles perishables and fresh produce, while Emirates Pharma and Emirates Vital cover temperature-sensitive medicines, clinical trials and bio-innovation materials. These categories are among the fastest-growing segments in international air freight as supply chains become more specialised and time-sensitive.

The carrier has been adding aircraft and routes as part of a wider growth plan. During FY2025/26, Emirates SkyCargo carried 2.4 million tonnes of freight globally, up 3 per cent year on year. Revenue from the cargo division reached AED16.2 billion, while new Boeing 777 freighter deliveries lifted freighter capacity. The freighter network also expanded to 44 destinations, with services added or strengthened across Europe, Asia and North America.

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Chief executive Dino Varkey said the private education group had secured about 90 per cent of its targeted new sales for the next academic year, including fresh admissions and re-enrolments. The level is a couple of percentage points lower than the same stage last year, mainly because fewer families are committing to moves from abroad while regional security risks remain unsettled.

The dip marks a pause in what has otherwise been a strong growth cycle for Dubai’s private school market, driven by population growth, expatriate inflows, tax advantages and the emirate’s expanding role as a regional business centre. Varkey said the company still viewed the UAE as a growth market and expected demand to recover once the conflict outlook became clearer.

“It’s still very much a growth scenario. Just maybe the velocity has been dialled down a little bit,” he said, adding that enrolments would continue through the end of September. He said some families delaying relocations could still move once conditions stabilised, particularly those already weighing Dubai as a long-term base for work, lifestyle and education.

The immediate effect has been felt most clearly in international mobility. Airspace disruption, security concerns and temporary shifts to remote learning have prompted some families to delay arrival plans or return to their home countries during the height of the conflict. About 1,500 to 1,600 GEMS students, representing roughly 1 per cent to 1.5 per cent of the group’s base, relocated out of the country at the peak of the disruption. Between 600 and 700 of those students and their families have since indicated plans to return.

GEMS operates 45 schools in the UAE with about 146,000 students, making it one of the largest private school operators in the country. Its network spans multiple curricula and fee segments, placing it at the centre of Dubai’s education market, where expatriate demand remains a key driver of capacity planning.

Dubai’s wider private school sector has continued to expand. Student enrolment in private schools reached 387,441 during the 2024-25 academic year, a 6 per cent increase, across 227 schools. Ten new private schools opened during that year, reflecting the emirate’s Education 33 strategy, which aims to open at least 100 new private schools by 2033.

The emirate’s population growth underpins the long-term case for school investment. Dubai’s resident population has risen sharply since 2020 and is expected to reach 5.8 million by 2040 under the emirate’s urban master plan. That trajectory is increasing demand for housing, transport, healthcare and education infrastructure, particularly in communities attracting higher-income expatriate families.

GEMS has said it plans to invest more than $540 million over three years to add about 20,000 student places in the UAE. The first 5,000 seats are expected to come on stream in September. The programme is expected to be funded through internal cash flows, with possible partnerships involving property funds to develop school infrastructure.

The investment push comes despite short-term uncertainty for parents. Dubai’s private education regulator has frozen tuition fees for the next academic year, a move aimed at easing cost pressure on families while preserving stability in the school system. For operators, the freeze places greater emphasis on enrolment volumes, cost control and efficient campus utilisation.

The conflict has also reinforced the importance of operational resilience in the education sector. Schools across the UAE have shown they can move quickly between classroom teaching and distance learning when required, a legacy of earlier digital investments and emergency planning. For parents considering relocation, however, the ability to maintain continuity does not remove concerns over air travel disruption, insurance, employment logistics and regional safety.

GEMS has continued to signal confidence beyond the UAE. The group is also pursuing expansion in India through a separate plan involving up to $30 million over three to five years, with ambitions to establish more than 30 schools and work with 1,000 partner schools by 2047. That initiative broadens its growth platform while the UAE remains the company’s core market.

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The debate has sharpened as enterprises test AI systems for strategy modelling, risk alerts, market forecasting, compliance reviews and scenario planning. These tools promise faster decisions and broader analysis, but they also raise questions over directors’ duties, audit trails and responsibility when algorithmic advice shapes corporate choices.

Singapore has positioned itself as one of Asia’s most active AI governance centres, combining public investment, industry adoption programmes and voluntary frameworks rather than sweeping legislation. The approach is designed to encourage innovation while keeping human accountability at the centre of AI deployment. That balance is now being tested as companies examine whether AI can move beyond back-office functions and become a structured part of board deliberations.

The issue has gained urgency because AI systems are no longer limited to producing summaries or automating routine workflows. Newer agentic AI tools can plan tasks, reason across data, trigger actions and interact with software systems with limited human intervention. For corporate boards, such capability creates both opportunity and exposure. A system that can flag liquidity pressure, supply-chain disruption or reputational risk may improve oversight. A system that gives flawed recommendations based on incomplete data, hidden bias or weak assumptions may deepen governance failures.

Singapore’s corporate law framework continues to place responsibility on human directors. Directors are expected to act honestly, use reasonable diligence and discharge their duties in the company’s interests. That obligation does not shift to software vendors, consultants or internal AI teams merely because a board relied on machine-generated analysis. If directors accept AI output without challenge, the legal and reputational risk remains with the board.

Regulators have therefore focused on controls rather than replacement. Financial institutions already face sharper expectations because AI is being used in credit, insurance, fraud detection, wealth management and customer engagement. The fairness, ethics, accountability and transparency principles promoted for data-driven finance have helped shape how firms assess AI systems, particularly where customer outcomes may be affected. Proposed AI risk-management guidance for the sector points towards stronger board oversight, model governance, validation, monitoring and escalation procedures.

For non-financial companies, the same discipline is becoming harder to avoid. Listed companies must show that boards oversee strategy, risk and management performance. As AI begins to influence capital allocation, workforce planning, cyber-risk management and mergers, directors may need to demonstrate that they understand what the tools can and cannot do. Board papers generated by AI may require clear labelling, version control and records of the human judgement applied before decisions are approved.

The government’s wider AI strategy has added momentum. Singapore has refreshed national AI priorities, expanded support for enterprises and set out plans to help thousands of businesses adopt AI meaningfully. Public investment in AI research, computing capacity and talent is intended to strengthen national competitiveness, while partnerships with major technology firms are drawing more AI activity into the city-state.

Corporate leaders are watching these moves closely. Singapore’s appeal as a trusted business hub depends partly on whether it can offer companies a stable governance environment for AI adoption. The city-state has avoided a heavily prescriptive regime, preferring practical frameworks, testing tools and assurance mechanisms. That has helped businesses experiment, but it also means boards cannot simply wait for detailed rules before acting.

A growing concern is explainability. Board decisions often involve judgement under uncertainty, but directors must still be able to justify their reasoning. AI tools can generate polished recommendations without revealing how conclusions were reached or which data points carried the most weight. That creates problems for audit committees, external auditors and regulators when a decision later comes under scrutiny.

Another risk is over-reliance. Directors may treat AI output as neutral because it appears data-driven, even when the underlying model reflects skewed training data, weak prompts or commercial assumptions built by vendors. Smaller enterprises face an added challenge because they may lack internal expertise to test systems independently. For them, AI adoption can depend heavily on third-party products whose limitations are not always clear.

Singapore’s emerging answer is likely to rest on disclosure, assurance and accountability. AI “nutrition labels” under discussion would help users understand intended uses and limitations of AI products. Testing frameworks and accredited evaluation bodies could make it easier for companies to compare tools and identify risks before deployment. These measures would not remove directors’ obligations, but they could give boards a clearer basis for responsible adoption.

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The warning comes as pre-orders for GTA 6 are set to open on June 25 for PlayStation 5 and Xbox Series X|S, with the game scheduled for release on November 19, 2026. Rockstar Games and authorised retail channels, including the PlayStation Store and Microsoft Store, remain the legitimate route for purchase. Offers promising beta keys, mobile versions, PC access, cryptocurrency-only deposits or guaranteed early play before the official launch should be treated as fraudulent.

Cybersecurity researchers have identified phishing campaigns using polished emails, copycat branding and artificial intelligence-generated pages that closely resemble official Rockstar or console-store communications. Some messages invite users to “help build Vice City” by joining a supposed test programme. Others claim to provide access codes for consoles, ask users to verify identity details, or push downloads labelled as GTA Mobile 6. These files can contain malware capable of giving attackers access to a victim’s computer and sensitive information.

No official public beta programme for GTA 6 has been announced. The title is confirmed for PlayStation 5 and Xbox Series X|S at launch, while any claim of an Android, mobile or PC version being available now is not supported by Rockstar’s published launch plans. The lack of a confirmed PC release date has made that audience a particular target for fraud, with criminals using demand from players outside the console launch window to direct traffic to malicious pages.

The scale of anticipation around GTA 6 has created ideal conditions for scammers. Grand Theft Auto V, released in 2013, has sold about 230 million copies, making it one of the best-selling games ever. The first GTA 6 trailer, released in late 2023, drew nearly 300 million views on YouTube, reflecting a fan base that has waited through years of speculation, leaks and delays. That attention has also raised the commercial stakes for Take-Two Interactive, Rockstar’s parent company, and the wider games market.

Take-Two has set the standard edition of GTA 6 at $79.99, above the $69.99 price point that had become common for premium console releases. An Ultimate Edition priced at $99.99 will add in-game vehicles, weapons, apparel and other story-linked content tied to protagonists Jason and Lucia. Pre-order bonuses are expected to include the Vintage Vice City Pack, while digital buyers are being offered a one-month GTA+ membership.

The game is set in Leonida, Rockstar’s fictionalised version of Florida, with Vice City returning as the central location. The story follows Jason Duval and Lucia Caminos, a criminal duo whose portrayal has drawn comparisons with Bonnie and Clyde. The expanded setting, long development cycle and marketing campaign have made GTA 6 one of the most closely watched entertainment launches of 2026.

Fraud linked to major game releases is not new, but the current wave is more sophisticated. Criminals are using realistic layouts, countdown timers, fake order numbers and payment screens to create urgency. Some sites seek card payments or cryptocurrency deposits, while others attempt to harvest Rockstar Social Club, PlayStation Network or Microsoft account credentials. Stolen gaming accounts can be resold, stripped of stored payment details or used to target friends and connected users.

The timing of pre-orders has added another risk. Before official storefronts go live, players searching for purchase links may encounter sponsored-looking scam pages, social media posts or messages shared in fan communities. Fake price leaks and supposed special editions have also circulated online, creating confusion over what is official. Retail listings that appear before confirmation may be placeholders, while unauthorised sites may use real artwork to appear credible.

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The European Parliament’s economic affairs committee has approved draft rules for the proposed digital euro, clearing a key stage before a wider parliamentary vote expected in July. The measure is intended to create a central bank-backed digital wallet that eurozone residents could use for online, in-store and person-to-person payments, while preserving the role of banks and regulated payment firms in distribution.

The committee vote, passed by 43 votes to 14 with one abstention, comes after years of argument between EU institutions, the European Central Bank and commercial lenders over the scale and design of the project. Brussels wants the digital euro to function as a public alternative in a payments market where card networks and mobile wallets linked to US companies dominate cross-border transactions and much of the consumer payment infrastructure.

The proposal has gained urgency as policymakers reassess Europe’s financial exposure to foreign-controlled payment rails, cloud systems and dollar-backed digital assets. The return of trade tensions with Washington and the expansion of private stablecoins have sharpened the argument that the eurozone needs a sovereign digital payment option that can operate across the single market without relying entirely on commercial providers.

The digital euro would not replace cash. It would be issued by the Eurosystem as a digital form of central bank money, available through wallets operated by banks and authorised financial technology companies. Consumers would be able to use it without paying user fees, and the instrument would not earn interest, limiting its appeal as a savings vehicle.

Lawmakers have backed both online and offline functionality, a feature seen as crucial for resilience during internet outages, power disruptions or failures in private payment networks. Offline use is also central to the privacy debate because smaller-value transactions could be processed with less data exposure than standard card or mobile payments, though full anonymity is not part of the design.

The European Central Bank has argued that the project is necessary because cash usage is declining while digital payments are increasingly handled by private intermediaries. A digital euro would allow citizens to hold and spend public money in digital form, much as banknotes allow them to do in physical form.

Commercial banks have pushed back against the plan, warning that a large-scale public wallet could pull deposits out of the banking system and weaken their revenue from card payments and merchant services. The draft rules seek to address those concerns through holding limits, no interest payments and a distribution model that keeps banks at the centre of customer relationships.

Businesses would not be able to hold digital euros beyond a limited settlement period, expected to be no more than 24 hours, reducing the risk that companies use the system as a substitute for bank accounts. Consumer holding caps are expected to be calibrated later, with the European Commission and the central bank reviewing the limits as the system develops.

Cost remains one of the most contentious issues. Implementation expenses for banks have been estimated at €4 billion to €6 billion over four years, while the central bank’s own set-up costs are expected to be about €1.3 billion, with annual operating costs of roughly €300 million. Banks want clarity on compensation, merchant charges and the technical obligations they will face before committing fully to the rollout timetable.

Payment companies are watching the legislation closely because the digital euro could alter the economics of card and wallet transactions across the eurozone. While the project is not designed to ban Visa, Mastercard, Apple Pay or Google Pay, it would create a state-backed rival with legal tender status and potentially lower transaction costs for merchants.

The European Payments Initiative’s Wero wallet and domestic card systems such as France’s Cartes Bancaires show that parts of Europe already have alternatives to global networks. The digital euro, however, would be broader in scope, covering the full euro area and potentially providing a common settlement layer for payments that now rely on fragmented national systems or non-European infrastructure.

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The Beijing-based technology group has opened preliminary discussions with banks on a facility that could run for three years, with an option to extend the maturity to as long as five years. The size, pricing and lender group have not been finalised, and the talks may still change before any formal syndication begins.

The proposed borrowing underlines the scale of ByteDance’s capital needs as it expands beyond social media into generative AI, cloud infrastructure, custom chips and data-centre capacity. The company, founded in 2012 by Zhang Yiming and Liang Rubo, has built one of the world’s most profitable private technology platforms through TikTok, Douyin, Toutiao, CapCut and a growing suite of AI products.

A $20 billion transaction would rank among the largest offshore loans by a privately held technology company and would signal strong appetite among banks for exposure to ByteDance despite continuing political and regulatory scrutiny around TikTok. The company remains privately owned, giving lenders limited public financial disclosure compared with listed peers, but its cash generation and global reach have made it one of the most closely watched borrowers in Asia’s technology sector.

ByteDance has been accelerating spending on AI computing power as competition intensifies with Alibaba, Tencent, Baidu, DeepSeek and global rivals. Its Doubao chatbot has become one of China’s most widely used AI applications, while the company has pushed video-generation models, enterprise tools and AI-assisted content creation products into a crowded market. Doubao’s surge during the Lunar New Year period demonstrated ByteDance’s ability to use consumer distribution, entertainment tie-ups and low-friction interfaces to drive mass adoption.

The loan talks come alongside ByteDance’s efforts to secure semiconductor capacity. The company has been working on custom central processing units for AI workloads and has explored external chip-design partnerships. The aim is to reduce dependence on expensive off-the-shelf processors and improve efficiency across data centres serving recommendation systems, chatbots, video generation and advertising tools.

ByteDance’s AI ambitions also depend on access to advanced chips at a time when export controls, supply shortages and rising demand have reshaped the global semiconductor market. The company has pursued overseas computing arrangements, including infrastructure in Southeast Asia, while continuing to invest in model development and inference capacity. This strategy reflects a broader trend among large technology groups, which are moving from purely buying chips to designing parts of their own hardware stack.

The financing push follows a period in which ByteDance’s valuation has remained elevated despite repeated uncertainty over TikTok’s future in the United States. Employee share buybacks over the past year placed the company’s valuation above $300 billion, supported by strong advertising, e-commerce and subscription prospects. TikTok remains a key global asset, but ByteDance’s domestic ecosystem led by Douyin continues to generate substantial revenue and user engagement.

Regulatory risk remains a central consideration for lenders and investors. TikTok has faced national security reviews, data-privacy disputes and ownership pressure in the United States and other markets. The restructuring of TikTok’s US operations reduced one major overhang, but ByteDance continues to operate in a geopolitical environment where technology, data, algorithms and chips are tied closely to state policy.

The company’s offshore borrowing would give it additional flexibility without requiring an initial public offering or a large equity sale. It could use the funds to support AI infrastructure, refinance existing obligations, extend liquidity for investments, or preserve cash for employee share programmes. For a private group of ByteDance’s size, debt financing also allows expansion while avoiding dilution at a time when its valuation is difficult to benchmark against public peers.

Banks are likely to assess the loan against ByteDance’s earnings resilience, its cash balances, the enforceability of offshore structures and the continuing uncertainty around cross-border regulation. Large syndicated loans of this type are often structured with relationship lenders first, before being broadened to other financial institutions if terms and demand are strong.

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Miele, president of EA Entertainment, Technology and Central Development, said AI tools had contributed to “a real rise of creativity” across the company’s teams by removing some of the “tedious tasks” that slow artists, designers and developers. She said the result had been “shorter, faster conversations around creativity and coming to alignment,” positioning the technology as a practical aid rather than a substitute for human direction.

The remarks place EA at the centre of a widening debate in the games industry, where publishers are seeking faster production cycles and richer content while developers, performers and players raise concerns over copyright, job security and the quality of machine-generated work. For EA, the argument is that AI can compress early-stage development, speed up asset creation and allow teams to test more ideas before full production begins.

The company has already made AI a central part of its technology strategy. Its partnership with Stability AI is aimed at building tools that help artists generate and refine materials, textures and 3D environments under human supervision. Early uses include workflows for physically based rendering, where surface details such as fabric, lighting and reflections must remain consistent across changing environments.

EA has framed the technology as a way to support teams working on large franchises that demand scale, frequent updates and high production values. Its portfolio includes EA Sports FC, Madden NFL, The Sims, Battlefield, Apex Legends and other live-service titles, where asset pipelines, animation systems, player likenesses, environments and seasonal content can place heavy demands on studios.

The company’s leadership has previously said machine learning and AI have long been used in game systems, from pathfinding and animation to physics simulation. The newer shift is the use of generative AI in production workflows, where models can draft, generate, analyse or pre-visualise material before developers decide what should enter the game.

That distinction has become important as the industry faces strong resistance to AI-generated content. Players have criticised some studios for using machine-generated art, dialogue or marketing material, arguing that it weakens artistic identity and risks replacing skilled workers. Steam disclosures on AI use have also made the technology more visible to consumers, adding pressure on publishers to explain where and how such tools are used.

Labour concerns remain prominent. A nearly year-long video game performers’ strike ended after members approved a contract that included consent and disclosure provisions for AI digital replicas, along with compensation rules and safeguards around the use of performers’ voices and likenesses. The dispute showed how quickly AI has moved from an experimental tool into a core labour issue for interactive entertainment.

EA’s comments also come as publishers face commercial pressure to control costs and shorten development timelines. Large-budget games can take several years to build, with teams spread across art, engineering, design, testing, localisation and live operations. Delays and underperforming releases have become more costly as players concentrate spending on established franchises and long-running online games.

The business case for AI is strongest where tasks are repetitive, data-heavy or useful for prototyping. Concept exploration, quality assurance support, animation assistance, code documentation and asset variation are among the areas where studios see possible gains. The risk is that poorly governed tools can create unusable output, raise intellectual-property questions or add review work that offsets productivity benefits.

Miele’s comments suggest EA is trying to present AI as a studio coordination tool as much as a content-generation system. Faster iteration can shorten the gap between an idea and a playable prototype, allowing creative leads to compare options earlier and avoid late-stage changes. That could prove significant for projects involving hundreds of staff and tight release windows.

The article EA presses AI into studio workflows appeared first on Arabian Post.

The project, built with security research firm Trail of Bits and supported by HackerOne, Calif, researchers and maintainers, shifts the focus from simply discovering vulnerabilities to landing tested patches in widely used software. It comes as artificial intelligence tools accelerate bug hunting, creating both opportunities for defenders and a heavier workload for maintainers already dealing with limited resources and large backlogs.

Patch the Planet is designed to pair AI-assisted security research with expert human review. Security engineers use OpenAI’s cyber-capable models and Codex Security to investigate possible vulnerabilities, filter out false positives, develop fixes, improve tests and coordinate disclosure through the channels preferred by each project. Maintainers remain responsible for accepting changes and deciding how fixes are released.

More than 30 open-source projects have committed to take part. Early participants include cURL, NATS Server, pyca/cryptography, Sigstore, aiohttp, the Go project, freenginx, Python and python. org. These projects sit inside critical layers of the digital economy, covering networking, cryptography, language infrastructure, software supply chains and web services used by companies, governments and individual developers.

Trail of Bits has put its security research organisation behind the first phase. Its engineers have worked full-time across 19 open-source projects using Codex and GPT-5.5-Cyber, identifying hundreds of security issues and merging dozens of patches. Some findings remain under coordinated disclosure, meaning technical details will be held back until fixes are available or maintainers complete their remediation process.

The initiative reflects a broader change in cybersecurity. Advanced models can now scan large codebases, reason through possible attack paths, generate proof-of-concept evidence in controlled settings and draft patches. That speed creates a new bottleneck: maintainers must still decide whether a finding is real, how serious it is, whether a patch breaks other functions, and how disclosure should be handled.

OpenAI’s Daybreak update also includes a wider launch of GPT-5.5-Cyber under a limited-access programme for trusted defenders, an updated Codex Security plugin and a partner programme that lets security firms integrate defensive models into their services. Codex Security has scanned more than 30 million commits across more than 30,000 codebases since its research preview began in March. Human reviewers have marked more than 70,000 findings as fixed, while the system has automatically identified more than 500,000 resolved findings.

OpenAI says GPT-5.5-Cyber achieved 85.6 per cent on CyberGym, compared with 81.8 per cent for GPT-5.5, and showed stronger results on other cyber benchmarks. The company is keeping access restricted because the same capabilities that help defenders find and patch flaws could help malicious actors discover attack paths at scale.

Patch the Planet tries to address one of the main complaints from open-source maintainers: automated reports can flood small teams with low-quality findings. The programme requires security researchers to reproduce evidence, remove duplicates, reassess severity and submit only confirmed issues. The model is intended to reduce “slop” vulnerability reports rather than add to them.

The early work has also produced infrastructure intended to outlast the first wave of fixes. Engineers have built fuzzing harnesses, differential-testing systems, historical-CVE analysis pipelines, threat models, expanded test suites and workflows for deduplication and false-positive filtering. In one case, a fuzzing lab covering dozens of entry points, variant builds and platforms was assembled in less than a day, work that would normally take weeks.

Daybreak’s broader testing has also examined operating systems, network software and browsers. The work has included analysis of Linux kernel components, local privilege escalation issues in FreeBSD, a long-standing OpenBSD kernel flaw, vulnerable patterns in dnsmasq, HTTP/2 denial-of-service behaviour affecting major server implementations, and exploitable bugs in browser engines.

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The extension is designed to strengthen the company’s bulk order fulfilment, warehousing, kitting and supply chain operations for electrical products including cables, lighting, industrial wires and electrical distribution systems. The project comes as Dubai’s industrial and logistics zones continue to attract investment linked to infrastructure growth, energy transition projects and the expansion of digital facilities.

The groundbreaking ceremony was attended by Dr Mohamad Meeran Saheb, founder and chairman of Electric Way; Atheeqe Ansari, chief executive officer; Dr Uzair Ansari, director; and Akbar Mohideen Thumbay, vice-president of Thumbay Group. Senior management members, stakeholders and guests also took part in the launch.

Ansari said the additional 125,000 sq ft was not merely a physical expansion but an investment in the company’s ability to serve customers at scale. He said the enlarged facility would help Electric Way remain more agile and responsive as it uses technology to raise distribution standards across the region.

The expansion builds on Electric Way’s existing 100,000 sq ft warehouse at National Industries Park, near Jebel Ali, which supports stocking, kitting and supply of cables, lighting and electrical accessories. The company has described its facility as technology-enabled, with systems for tracking, storage, packing and transportation. Its delivery model is built around controlled material movement, self-operated transport and project-based scheduling aimed at reducing delays at customer sites.

Construction work is being carried out by Ashiyana Contracting, with engineering oversight by Model Engineering Consultants. The project is expected to follow international standards for structural integrity and sustainable building practices, reflecting the growing emphasis on resilient logistics infrastructure in Dubai’s industrial property market.

Electric Way, founded in 2003 and headquartered in Dubai, supplies commercial cables, industrial wires, lighting fixtures and electrical distribution products. Its customer base spans construction, power generation, oil and gas, utilities and large industrial projects. The company represents and stocks products from several major international and regional manufacturers, positioning itself as a value-added distributor rather than a conventional trader.

The choice of National Industries Park underlines Dubai’s role as a regional supply chain hub. The park spans 21 sq km and hosts more than 400 businesses, with a focus on manufacturing, distribution, logistics and supply chain activity. Its location offers access to Jebel Ali Port, Al Maktoum International Airport and national highway networks, giving distributors a base for faster movement of goods within the UAE and across Gulf markets.

The timing of the expansion also reflects wider shifts in demand for electrical infrastructure. Contractors and developers are placing greater emphasis on reliable supplies of power cables, lighting, earthing materials and distribution components as the region accelerates work on logistics parks, commercial buildings, transport networks, energy projects and data centres. Artificial intelligence and cloud computing are also increasing the need for high-specification electrical systems, making stock availability and technical fulfilment more important for suppliers.

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The transaction brings one of Japan’s largest trading and investment groups into the shareholder base of Sirius, an aviation investment manager headquartered in Abu Dhabi Global Market. Financial terms and the size of the shareholding have not been disclosed. ITOCHU joins Abu Dhabi Catalyst Partners, the investment platform jointly owned by Mubadala Capital and Alpha Wave Global, as a strategic shareholder in the business.

Sirius, established in 2019 and led by chief executive Edward Coughlan, focuses on acquiring and managing aircraft on operating lease to airlines across global markets. Its business model is centred on mid-life aircraft, particularly narrow-body jets used on short-haul and regional routes, a segment that has gained greater importance as manufacturers struggle to meet delivery schedules and carriers seek capacity without waiting years for new aircraft.

The investment is being framed as a move to support Sirius through its next stage of growth, with ITOCHU bringing experience in aircraft and engine asset management. The Japanese group manages a portfolio of more than 90 aircraft and engines and has been expanding its exposure to aviation aftermarket services, a field that includes maintenance, asset trading, leasing support and lifecycle management.

The timing is significant. Airlines worldwide continue to face a shortage of available aircraft as Airbus and Boeing work through large order backlogs, supplier bottlenecks and engine durability issues. Demand for single-aisle aircraft remains strong, driven by domestic and regional travel, low-cost carrier expansion and growth across Asia, the Middle East and Africa. Forecasts by major aircraft manufacturers point to more than 43,000 new commercial aircraft being required over the next two decades, with single-aisle aircraft accounting for the dominant share.

That imbalance between demand and supply has lifted the value of aircraft already in service. Mid-life jets, once viewed mainly as transitional assets, have become central to fleet planning for carriers that need reliable capacity but cannot secure new deliveries on schedule. Lease rates for popular narrow-body types have stayed firm as airlines keep older aircraft flying for longer and compete for available units.

For Abu Dhabi, the deal fits a broader strategy to attract financial platforms, alternative asset managers and specialised investment firms to ADGM. The financial centre has sought to build scale in private markets, aircraft finance, asset management and capital markets infrastructure, benefiting from the emirate’s sovereign investment ecosystem and its links to global funds.

Abu Dhabi Catalyst Partners has been an early backer of Sirius, having committed capital to the platform as part of a broader effort to draw international investment firms into ADGM. The platform manages a fund of more than $2 billion and has built a portfolio of over 30 investment partnerships across sectors. Its continuing presence in Sirius provides local institutional backing while ITOCHU adds an industrial and international aviation dimension.

Sirius has built its portfolio through aircraft acquisitions, lease extensions and financing transactions involving Airbus A320 family aircraft and other single-aisle assets. Its earlier transactions included aircraft leased to carriers such as Air France, Air New Zealand and other operators, reflecting a focus on widely used aircraft types with broad secondary-market appeal.

The company’s strategy also reflects the growing role of specialised lessors outside the traditional aircraft leasing hubs. Ireland, Singapore and the United States remain major centres for aviation finance, but Gulf financial centres are gaining attention as regional carriers expand, capital pools deepen and investors seek asset-backed income streams tied to global mobility.

ITOCHU’s entry is also likely to deepen links between Sirius and aviation markets in Asia. Japan has long been active in aircraft leasing and structured finance, with trading houses, banks and leasing companies participating in aircraft ownership and financing structures. The investment gives ITOCHU exposure to a platform based closer to high-growth airline markets across the Gulf, Africa and South Asia.

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The case, filed in San Jose, California, challenges the Department of Defense’s decision to place Alibaba on its Section 1260H list of “Chinese military companies” operating directly or indirectly in the United States. The designation was made after the Pentagon expanded the list on June 8 to 188 entities, adding some of China’s best-known technology, electric vehicle, semiconductor, robotics and biotechnology companies.

Alibaba argues that the designation has no factual or legal basis and says it is neither controlled by China’s military nor involved in Beijing’s military-civil fusion strategy. The company says its board is independent, its business is centred on retail, logistics, cloud computing and enterprise technology, and its products are not designed for weapons, defence or intelligence operations.

The Pentagon’s listing cited alleged links to China’s Ministry of Industry and Information Technology and indirect affiliation with the State-owned Assets Supervision and Administration Commission, known as SASAC. Alibaba’s lawsuit contests those findings, describing the decision as arbitrary and capricious and claiming that officials ignored evidence showing the company had no military connection.

The designation does not amount to formal sanctions, but it carries commercial and reputational risks. US law bars the Pentagon from contracting with companies on the list starting this month and extends restrictions in 2027 to purchases made through third parties. The effect is likely to be watched closely by banks, institutional investors, state pension funds, corporate clients and technology partners that use Pentagon designations as a compliance warning.

Alibaba says the label has already caused irreparable harm by casting doubt over its US relationships and branding it as a national security threat. The group’s international-facing businesses include Alibaba. com, AliExpress, logistics operations and cloud services used by merchants, exporters and companies seeking access to Chinese and Asian markets.

The Department of Defense has not commented on the lawsuit, citing pending litigation. The case places a major Chinese platform company before the US judiciary at a time when Washington is using export controls, investment screening and defence procurement restrictions to limit China’s access to advanced technologies that may have military applications.

Alibaba is not the only company contesting the expanded list. WuXi AppTec, a major pharmaceutical and biotechnology services group, filed a similar challenge earlier this month. Other companies added to the list include Baidu, BYD, NIO, Unitree Robotics, ChangXin Memory Technologies, Yangtze Memory Technologies and several firms involved in drones, sensors, artificial intelligence, batteries and semiconductors.

The dispute highlights the increasingly blurred boundary between commercial technology and national security. Washington’s position is that China’s military-civil fusion policy enables the People’s Liberation Army to benefit from innovations developed by civilian firms, universities and research bodies. Beijing rejects broad US restrictions as discriminatory and politically motivated, and has responded with its own controls on selected US firms, including entities linked to rare earth supply chains.

For Alibaba, the timing is sensitive. The company is trying to revive investor confidence after years of regulatory pressure, management restructuring and tougher competition in its core retail markets. Its latest quarterly figures showed revenue of 243.38 billion yuan, up 3 per cent, while cloud revenue rose 38 per cent to 41.63 billion yuan. The company is increasing spending on artificial intelligence and cloud infrastructure, with AI-linked cloud products becoming a larger part of its growth strategy.

Alibaba’s broader business remains exposed to weak consumer sentiment in China. The 618 mid-year shopping festival delivered only modest growth across major platforms, with shoppers responding cautiously despite heavy promotions. Tmall remained a leading platform, but the event underlined pressure on e-commerce margins as companies shift from discount-led sales campaigns to profitability, logistics efficiency and AI-driven customer engagement.

The Pentagon designation could complicate Alibaba’s attempt to present itself as a global technology infrastructure provider rather than only a China-focused retail group. Its cloud division competes for enterprise customers, and the company’s Qwen artificial intelligence models are being integrated into e-commerce, productivity and developer tools. Any perception that the group is linked to military programmes could make overseas clients, particularly in regulated sectors, more cautious.

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The release, named Alpen Avocado, shipped on 21 June and is built on Alpine Linux 3.24. It brings GNOME 50, KDE Plasma Mobile 6.6.5, Phosh 0.55.0, systemd 261, Plymouth boot animation support, upgraded modem handling and a shift to sudo-rs for new installations. The update underlines the project’s role in a small but persistent movement seeking to keep devices usable after official software support ends.

The project remains clear that postmarketOS is aimed mainly at Linux enthusiasts rather than mainstream phone users expecting Android or iOS levels of polish. That caution is significant because the release expands hardware coverage while still acknowledging unresolved device-specific problems, ranging from storage and display glitches to audio and telephony issues on some models.

GNOME 50 replaces GNOME 49 in the standard desktop stack, while the mobile variant stays on 48. mobile.0 with fixes for stability problems, including a crash and busy-looping behaviour. KDE Plasma Mobile moves from 6.5.6 to 6.6.5, and Phosh advances from 0.51.0 to 0.55.0. Phosh also completes a long-running switch away from the project’s custom tinydm display manager to greetd and phrog, following upstream recommendations.

The release adds a more polished boot sequence through Plymouth, replacing pbsplash. Users now see the postmarketOS logo animation during startup, while a functional change allows the boot log to be displayed by pressing escape, or the power button on phones. Splash-screen rotation has also been added for devices where the boot display previously appeared incorrectly.

Accessibility receives attention through boot vibration on devices with working vibration hardware. The feature is designed to help users confirm that a device has started even before the display becomes usable, although the project notes that it does nothing on devices lacking the required modules or vibration support.

A ModemManager upgrade adds support for cell broadcast capability, a feature linked to emergency public warning systems in many markets. The change does not mean every device will immediately support emergency alerts, since modem firmware, network compatibility and device-specific integration remain limiting factors, but it marks an important step for Linux phones seeking parity with basic mobile safety functions.

New installations now use sudo-rs instead of doas by default. Sudo-rs is a Rust-based implementation of sudo, part of a broader trend in open-source infrastructure where memory-safety arguments are gaining influence in security-sensitive components.

The device list shows both progress and limits. The community category includes Fairphone 4, Google Pixel 3A and Pixel 3A XL, OnePlus 6 and 6T, PinePhone, PinePhone Pro, Purism Librem 5, Nokia N900, Samsung Galaxy S9, Xiaomi Poco F1 and a range of Chromebook and embedded platforms. The testing category now covers 254 devices, but that label signals varying levels of reliability rather than full consumer readiness.

Five devices have moved from the community category to testing because their kernels were too old or became unmaintained: ASUS MeMO Pad 7, Microsoft Surface RT, NVIDIA Tegra ARMv7, Samsung Chromebook and Xiaomi Mi Pad 5 Pro. The shift reflects a core challenge for alternative mobile operating systems: hardware support depends not only on software ambition but also on sustained maintainer attention.

Generic kernel packages for mainline, stable and long-term support kernels are now part of version 26.06 and will be kept updated for the duration of the release’s support cycle. That move is important for reducing device-specific maintenance work, a persistent bottleneck for Linux mobile systems that attempt to support varied phone hardware built around closed or partially documented components.

Plasma Bigscreen also returns in this release after being disabled since version 24.06 because of incompatibility with Plasma 6. Plasma desktop on systemd now uses plasma-login-manager instead of sddm, while OpenRC with Plasma is no longer recommended and may be disabled unless maintainers step in.

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The derivative lawsuit, filed in federal court in San Francisco, accuses the board and executives of breaching their duties by allowing compliance lapses to persist despite internal and external alerts over passenger safety. The action is led by the Police and Fire Retirement System of the City of Detroit and names Chief Executive Dara Khosrowshahi among the defendants.

The complaint says Uber’s leadership overlooked repeated signs that its systems were not doing enough to prevent, detect or respond to sexual assault and harassment allegations involving drivers on the platform. It argues that the alleged failures damaged the company’s reputation, exposed it to legal claims and created financial risk for shareholders.

Uber rejected the allegations, saying the lawsuit ignores important facts and relies on misleading narratives from other cases that the company has already addressed publicly and in court. The company has maintained that safety remains central to its operations and that it has invested heavily in tools designed to protect riders and drivers.

The shareholder action comes as Uber faces thousands of lawsuits linked to alleged sexual misconduct by drivers. As of June 1, the company was facing 3,571 lawsuits in litigation overseen by the same San Francisco court, with claims alleging assault, harassment and inadequate safety controls. The allegations in those cases remain contested.

Shareholders allege the board knew Uber’s safety record was a material business risk. The complaint says directors were told that fewer than 40 per cent of users believed the company took safety seriously, a figure cited as evidence that trust in the platform had weakened despite public commitments to safety.

The case also broadens the claims beyond sexual misconduct. Shareholders point to other compliance disputes, including a federal disability-rights lawsuit alleging that passengers with service animals or stowable wheelchairs were denied rides, and a separate consumer case over Uber One subscription billing and cancellation practices. Uber has denied wrongdoing in those matters as well.

The lawsuit seeks to make directors reimburse Uber for alleged breaches of fiduciary duties and securities law violations. Any recovery in a derivative case would typically go to the company rather than directly to individual shareholders, making the action a test of whether investors can hold board members financially responsible for alleged oversight failures.

The governance challenge is significant because it targets Uber’s board-level supervision rather than only the conduct of individual drivers or customer-service processes. The shareholders argue that safety and compliance were mission-critical risks for a business built on matching passengers with drivers through a digital marketplace.

Uber has repeatedly said serious safety incidents represent a tiny fraction of trips. Its published safety reporting has stated that most trips end without incident and that serious sexual assault reports declined across earlier reporting periods. The company has introduced features including in-app emergency assistance, trip sharing, RideCheck alerts, audio recording in some markets, driver background checks and technology designed to flag risky dispatch patterns.

Critics argue that platform-based transport companies still face structural safety challenges because drivers are generally classified as independent contractors, trips occur in private vehicles, and enforcement depends heavily on reporting after incidents occur. Plaintiffs in the broader litigation have challenged whether app-based screening, deactivation rules and support systems are adequate for a service used at large scale.

The latest lawsuit also arrives after a federal jury in Arizona awarded $8.5 million to a passenger in a sexual assault case earlier this year. The verdict found Uber liable under an apparent-agency theory, though the company was not found negligent in its safety practices and has said it plans to appeal. The decision is being watched closely because it was the first federal bellwether case tied to the consolidated litigation.

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The three-day trade event, running from 22 to 24 June at Dubai World Trade Centre, has drawn more than 400 exhibitors from over 45 countries, with more than 600 international brands and five country pavilions. The opening-day transactions underline the depth of buyer demand across the UAE and wider Middle East, where construction, interiors, hospitality, furniture production and fit-out activity continue to support demand for engineered wood, panels, veneers, coatings, laminates and machinery.

The UAE’s wood and machinery trade sector was valued at AED5.2 billion in 2025, placing the show within a broader shift towards higher-value imports, smarter production systems and more specialised materials. Exhibitors are using the 22nd edition to present computer-controlled machinery, automation platforms, cutting tools, finishing systems, decorative surfaces, sustainable materials and supply-chain technologies designed to improve speed, precision and traceability.

The exhibition was inaugurated by Dr Thani bin Ahmed Al Zeyoudi, Minister of Foreign Trade, as organisers positioned the event as the region’s only dedicated business-to-business platform for the wood and woodworking machinery industry. The show brings together timber suppliers, machinery manufacturers, furniture producers, architects, designers, developers, contractors, traders and procurement teams seeking products for residential, commercial, hospitality and infrastructure-related projects.

The AED150 million in opening-day deals points to Dubai’s role as a re-export and sourcing hub for companies serving Gulf, African and South Asian markets. Suppliers from Europe, Asia, Africa and the Americas are seeking to use Dubai’s logistics network and project pipeline to reach buyers that require steady material flows, technical support and fast delivery cycles.

The commercial mood at the exhibition reflects a changing sector. Buyers are no longer focused only on bulk timber or standard machinery. Demand is moving towards advanced panels, sustainable boards, high-pressure laminates, compact decorative surfaces, precision cutting systems, automated sanding and finishing equipment, dust-control systems, adhesives, coatings and software-led manufacturing solutions.

Automation is a central theme this year. Machinery suppliers are promoting systems that reduce labour dependence, improve yield from raw material, cut wastage and allow manufacturers to deliver customised products at scale. Computer numerical control machines, integrated production lines and digital design-to-fabrication tools are being pitched to furniture makers, joinery firms and interior fit-out companies facing tighter delivery schedules and rising client expectations.

Sustainability is also shaping buyer interest. The show has highlighted products made from alternative fibres, responsibly sourced timber, recycled inputs and low-emission materials. UAE-based DesertBoard is among the exhibitors drawing attention with Palm Strand Board made from regenerated date palm fronds, reflecting an effort to convert agricultural by-products into construction and interior materials.

The presence of national pavilions gives the exhibition an international trading dimension. Producers from countries with established timber, panel, furniture and machinery industries are competing for regional partnerships as developers and manufacturers look for diversified sourcing. Supply-chain disruptions over the past few years have encouraged many buyers to widen their supplier base and seek products with clearer certification, shorter lead times and stronger after-sales support.

Dubai’s property and hospitality markets are adding momentum to the sector. Demand for bespoke interiors, luxury villas, hotels, branded residences, retail spaces and commercial fit-outs has increased the need for high-quality joinery, decorative panels, flooring, veneers and furniture components. Manufacturers serving these segments are under pressure to combine design flexibility with durability and faster production.

The conference programme running alongside the exhibition is focusing on wood technology, smart logistics, digital supply chains, sustainability, architecture and design. Industry participants are examining how artificial intelligence, automation and data-led inventory management can help suppliers and manufacturers respond faster to shifting demand while reducing production losses.

The event’s timing is significant for Dubai’s trade economy. The emirate has been investing heavily in logistics, exhibitions, advanced manufacturing and construction-linked services, areas that support specialised trade fairs with transactional value. For suppliers, Dubai WoodShow offers access not only to local buyers but also to distributors and project-linked procurement teams covering Saudi Arabia, Oman, Qatar, Kuwait, Bahrain, East Africa and South Asia.

The show also demonstrates how woodworking has moved beyond traditional craft and raw material trade. The sector now sits at the intersection of construction technology, design, industrial production and environmental regulation. Manufacturers are expected to deliver products that meet aesthetic, structural, safety and sustainability requirements while keeping costs under control.

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The Santa Clara, California-based company said the Series A-1 extension brings its total funding to $500 million, less than a year after it emerged with a seed round of more than $100 million. The latest round was led by Premji Invest and drew new backing from Nvidia, Salesforce Ventures, Seligman Ventures and Temasek. Existing investors including Maverick Silicon, Mayfield, Prosperity7 Ventures, StepStone Group and Tiger Global also participated.

The fundraising places Upscale AI among a small but fast-growing group of infrastructure start-ups aiming to reshape the data-centre stack beyond graphics processing units. While AI investment has been dominated by demand for accelerators, the company is targeting the fabric that links chips, memory and storage across vast clusters. That layer has become critical as model training and inference workloads stretch across tens of thousands of processors and require predictable, low-latency data movement.

Upscale AI’s pitch rests on open-standard networking designed for AI-native workloads rather than conventional enterprise traffic. The company is building silicon, systems and software that can connect accelerators, memory pools and storage into a high-performance network fabric. Its approach seeks to reduce congestion, packet loss and coordination delays that can leave costly AI chips idle despite heavy capital spending on compute.

The company is led by chief executive Barun Kar and executive chairman Rajiv Khemani. Khemani previously founded Innovium, a data-centre networking chip company acquired by Marvell Technology in a deal valued at about $1.1 billion. That track record has helped Upscale AI attract early confidence from investors familiar with the economics of high-end switching silicon and hyperscale infrastructure procurement.

The latest financing follows a $200 million Series A announced in January, led by Tiger Global, Premji Invest and Xora Innovation, with participation from investors including Intel Capital and Qualcomm Ventures. That round took the company’s total funding above $300 million and established it as a unicorn within months of launch. The new extension doubles its valuation from that level and gives it a larger balance sheet to move products from evaluation to deployment.

Demand for AI networking is accelerating as hyperscalers, cloud providers and specialist “neocloud” operators build larger clusters for training and serving models. The pressure is not limited to compute supply. Data-centre developers are also competing for power, optical components, high-bandwidth memory, switches and interconnect systems. North American data-centre power demand is projected to more than double from 31 gigawatts in 2025 to 66 gigawatts in 2027, underlining the scale of the build-out.

Networking has become a defining constraint because AI workloads behave differently from traditional cloud applications. Large training runs require synchronised communication across many accelerators, with performance hurt sharply when the network becomes uneven or congested. Inference at scale adds another layer of complexity as companies attempt to serve users quickly while controlling energy, memory and routing costs.

That shift is creating openings for suppliers offering Ethernet-based or open networking alternatives to proprietary systems. Spending on data-centre switches used in AI back-end networks is forecast to exceed $100 billion by 2030. Ethernet is gaining ground across both scale-out and scale-up designs because customers want interoperability across accelerators, software stacks and server vendors, although proprietary fabrics still hold an important position in parts of the market.

Upscale AI faces powerful incumbents. Nvidia is expanding its Spectrum-X Ethernet platform alongside its dominant accelerator business. Broadcom remains deeply embedded in switching silicon. Cisco and Arista Networks are strengthening data-centre networking portfolios for AI clusters, while Marvell is active across custom silicon, optical connectivity and infrastructure chips. Start-ups in adjacent areas are also trying to capture value as customers rethink how compute, networking and storage are assembled.

The investor interest reflects a broader recalibration of AI infrastructure spending. The largest technology companies are committing hundreds of billions of dollars to data centres, power contracts and specialised hardware, but investors are increasingly focused on whether that spending can translate into useful capacity and revenue. A cluster filled with accelerators can underperform if the network cannot move data fast enough, making infrastructure efficiency as important as raw chip supply.

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The review applies only to the bank’s wealth and retail banking operations in the kingdom. Its corporate and investment banking business in Bahrain will continue unchanged, preserving the group’s institutional presence in a market it has long used as a regional financial hub.

The bank said any transaction would be subject to regulatory approvals and could take 18 to 24 months to complete. During that period, customer accounts, products and services are expected to operate on a business-as-usual basis while the lender works with staff, clients and regulators on a phased transition.

Bongiwe Gangeni, Standard Chartered’s head of wealth and retail banking for Europe, the Middle East and Africa, said the group would keep investing where it has scale and a distinctive client proposition. She pointed to strong demand and long-term opportunities across the Middle East, particularly in banking services tied to regional wealth, international corridors and corporate flows.

The planned Bahrain move follows a series of exits or planned exits from smaller wealth and retail operations across Africa, including Tanzania, Gambia, Cameroon, Angola and Sierra Leone, with the lender also working through withdrawals from Uganda, Botswana and Zambia. The pattern reflects a sharper focus on markets where Standard Chartered can combine digital delivery, wealth management, international banking and corporate relationships at scale.

Bahrain remains one of the Gulf’s established financial centres, with banking sector assets of about $254.5 billion at the end of December 2025. The kingdom had 83 banks at the start of 2025, including 29 retail banks and 54 wholesale banks, while Islamic banking assets stood at about $67.1 billion. The sector’s depth has made the market attractive to regional and international lenders, but it has also intensified competition in consumer banking, where scale, technology spend and compliance costs have become decisive.

The bank’s decision comes as global lenders reassess consumer operations in smaller markets, particularly where returns are modest and capital can be redeployed into wealth, trade finance, transaction banking and advisory services. Bahrain’s retail banking market has already seen consolidation pressure, with HSBC agreeing last year to transfer its local retail banking operations to Bank of Bahrain and Kuwait. That transaction covered retail loans, deposits, credit cards and accounts held by tens of thousands of customers, while HSBC retained corporate and private banking activities in the kingdom.

For Standard Chartered, the Bahrain review fits into a broader profitability drive. The group has set higher return targets, aiming to lift return on tangible equity above 15 per cent by 2028 and to around 18 per cent by 2030. It has also outlined plans to reduce more than 7,000 corporate function roles by 2030, using automation and artificial intelligence to cut duplication and shift resources towards higher-return areas.

The wealth and retail banking division remains important to the group’s earnings, but management has made clear that growth will be concentrated in markets with larger affluent pools and stronger international banking demand. For 2025, the division’s profit before tax rose 14 per cent, while income grew 6 per cent, helped by a record performance in wealth solutions. Corporate and investment banking profit before tax rose 9 per cent, supported by global markets and global banking activity.

Bahrain’s corporate and investment banking operations are therefore expected to remain central to Standard Chartered’s local strategy. The franchise links multinational companies, financial institutions and large regional clients to the bank’s wider network across Asia, Africa, the Middle East and Europe. That network remains one of Standard Chartered’s main competitive advantages, particularly in trade, treasury, debt capital markets and cross-border financing.

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The SoftBank-backed company has been evaluating a US listing that could raise as much as $500 million and value the business at more than $3 billion, though the size, timing and venue of the offering remain subject to market conditions. A confidential filing would allow Carro to begin regulatory engagement without immediately disclosing detailed financial information to the public.

The move would test investor appetite for a profitable, asset-heavy digital commerce platform at a time when equity markets have become more selective about technology listings. Carro’s case is likely to be watched closely because it combines online vehicle transactions, financing, insurance, after-sales services and data-driven pricing across multiple Asia-Pacific markets.

Founded in 2015 by Aaron Tan, Aditya Lesmana and Kelvin Chng, Carro has grown from an online used-car platform into a broader automotive ecosystem. Its operations cover Singapore, Malaysia, Indonesia, Thailand, Japan, Taiwan and Hong Kong, with Australia also identified as an expansion market. The company uses artificial intelligence and proprietary data tools to inspect, price, finance and sell vehicles, a model designed to reduce friction in a fragmented second-hand car market.

Carro’s financial profile has strengthened ahead of the possible listing. The company posted FY2025 revenue of S$1.2 billion, gross profit of S$149 million and EBITDA of S$43 million, while total assets stood at S$1.3 billion. The results marked its fifth consecutive year of positive EBITDA, offering a contrast with earlier generations of venture-backed marketplaces that pursued scale while absorbing heavy operating losses.

The prospective IPO would come after a series of private funding rounds that brought in heavyweight investors. SoftBank Vision Fund 2 led a US$360 million Series C round in 2021, helping Carro reach unicorn status. Other backers include Temasek, GIC, EDBI, B Capital, Woori Venture Partners and Cool Japan Fund, which led a US$60 million strategic investment last year to support demand for Japanese vehicles across Asia-Pacific.

Carro’s listing plans also reflect a changing market for used cars in Southeast Asia. Rising new-vehicle prices, tighter household budgets, longer replacement cycles and growing acceptance of online purchases have supported demand for certified pre-owned vehicles. Digital platforms are trying to capture this shift by offering inspection guarantees, financing, insurance and warranty products that traditional dealers often provide unevenly.

The company’s expansion into financing is a central part of its investment story. Its fintech arm, Genie Financial Services, has built a loan book while keeping non-performing loans below 0.5 per cent in previously disclosed figures. That lending capability gives Carro an additional revenue stream, but it also exposes the company to credit risk, interest-rate movements and regulatory oversight across several markets.

A US IPO would place Carro in front of investors familiar with listed online auto retailers such as Carvana, whose turnaround has helped restore interest in the sector. Stronger US used-car platform earnings have improved sentiment, but investors remain cautious about businesses that carry inventory, require working capital and depend on financing conditions. Carro would need to show that its marketplace margins, ancillary services and regional scale can offset those pressures.

The offering would also be significant for Southeast Asia’s start-up ecosystem. A successful listing could become one of the largest US debuts by a company from the region since Sea’s 2017 flotation and may encourage other late-stage technology firms to revisit overseas listing plans. Traveloka, Carsome and Xendit have all been viewed as potential public-market candidates, though each faces different timing, valuation and profitability considerations.

For SoftBank, Carro’s progress would add to efforts to demonstrate exits from its later-stage technology portfolio after several years of volatile valuations. Public-market investors have become more disciplined in assessing growth companies, favouring businesses that can show durable margins, strong cash generation and clearer paths to profitability.

Carro’s final decision is not guaranteed. Market volatility, valuation expectations, disclosure requirements and investor demand could alter the timetable or push the company towards another private financing round before any listing. A confidential filing would mark an important step, but the formal IPO process would still depend on roadshow feedback, regulatory review and broader equity-market conditions.

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The European Commission’s investigation is focused on whether Meta has done enough under the Digital Services Act to assess and reduce risks to minors, including so-called rabbit-hole effects, addictive design features and weak age controls. The case has become one of the most closely watched tests of the EU’s ability to regulate the architecture of social media platforms rather than only the illegal content that appears on them.

Regulators opened formal proceedings against Meta in May 2024, citing concerns that Facebook and Instagram may stimulate behavioural addiction among children and expose them to harmful or age-inappropriate material through algorithmic recommendations. The probe covers Meta’s risk assessments, mitigation measures, recommender systems, default privacy settings and age-assurance tools.

The next phase is expected to examine more closely whether Meta’s product design creates incentives for prolonged use by minors. Features such as infinite scrolling, personalised feeds, autoplay, notifications and algorithmic amplification have moved to the centre of the European debate, as regulators weigh whether platform engagement tools are compatible with the DSA’s requirement to protect children’s mental and physical wellbeing.

Meta has maintained that Facebook and Instagram are intended for users aged 13 and above and says it has developed tools and policies to protect younger users. The company has pointed to teen accounts, parental supervision features, content restrictions and systems designed to detect and remove underage users. It has also argued that age verification is an industry-wide challenge that cannot be solved by one company alone.

The Commission’s April 2026 preliminary findings raised the stakes. Regulators said Meta had failed to prevent children under 13 from accessing Instagram and Facebook and had not adequately identified, assessed or mitigated the risks linked to such access. Officials said children could bypass age restrictions by entering a false birth date, with no effective controls to verify the information. The EU also criticised tools for reporting underage users as difficult to use and insufficiently effective.

The proceedings could expose Meta to penalties of up to 6 per cent of global annual turnover if breaches are confirmed. For a company of Meta’s scale, that creates a potential multibillion-dollar risk, although EU enforcement usually gives companies a chance to respond, adjust compliance measures and challenge findings before any final decision.

The case forms part of a broader European push to restrict children’s exposure to harmful online design. Commission President Ursula von der Leyen has said the EU is considering tougher rules against addictive and manipulative digital practices through a planned Digital Fairness Act, expected to complement the DSA. She has also raised the possibility of a social media delay or age-related access rules after expert advice is delivered.

The EU has already taken action against TikTok over addictive design, making clear that enforcement will not be limited to Meta. Regulators have identified design patterns such as endless scrolling, autoplay and push alerts as possible drivers of compulsive use, particularly among minors and vulnerable users. The Meta case is likely to determine how far the Commission can extend that logic to the world’s largest social networking group.

Child-safety campaigners argue that voluntary tools have not kept pace with platform incentives. Their concern is that services built around engagement may reward content that keeps children scrolling, even when the material affects sleep, body image, anxiety or exposure to self-harm themes. They also say parental controls often depend on parents discovering problems after harm has already occurred.

Technology companies counter that heavy-handed rules could undermine privacy, limit access to lawful expression and create pressure for intrusive age checks. They warn that stronger age assurance may require sensitive identity data unless regulators and platforms agree on privacy-preserving systems. The Commission has promoted an age-verification blueprint designed to let users prove eligibility without disclosing unnecessary personal information, but implementation remains uneven across member states.

The dispute also carries commercial implications. Meta’s advertising model depends on user attention, personalisation and large-scale engagement. Any order requiring changes to recommender systems, interface design or notification practices could affect product growth and advertising performance in Europe. The company is already operating under strict EU rules on targeted advertising to minors, researcher access, transparency reporting and user choice over personalised recommendations.

National governments are moving in the same direction. Several European countries have debated or advanced limits on social media access for younger teenagers, while Australia’s under-16 ban has become a reference point for policymakers. Britain, France, Norway and other jurisdictions are examining their own approaches, adding to global pressure on platforms to prove that child protection is built into product design rather than added through optional safety settings.

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The proposed investment would be made through a fund being assembled by Korea Investment & Securities Co. Partners Private Equity Division, which was selected in March as the preferred bidder for MNC Solution. The target is a 73.78 per cent controlling stake held by the Socius–Well to Sea Investment consortium, with the transaction price expected to be near 1 trillion won, or about $650 million.

Talks are at an advanced stage, with the preferred bidder working to finalise price terms with the sellers. A stock purchase agreement could be signed by the end of June, after which the acquisition vehicle is expected to begin raising capital through a combination of blind-fund money and project-fund commitments. Around half of the purchase consideration, estimated at about 500 billion won, is expected to be raised through these vehicles.

Mubadala’s interest places the proposed deal at the intersection of two fast-moving trends: the Gulf’s push to diversify sovereign investment portfolios into strategic industries and South Korea’s growing profile as a defence exporter. Seoul’s defence manufacturers have benefited from higher military spending in Europe, the Middle East and Asia, with demand rising for artillery, armoured vehicles, air defence systems, naval platforms and precision components.

MNC Solution, based in Changwon in South Gyeongsang province, is not a prime contractor producing complete weapon systems. Its importance lies in specialised motion-control and hydraulic technologies used in military platforms. The company manufactures gun and turret drive systems, missile steering products, naval systems, launcher systems, suspension parts, hydraulic pumps, servo valves, fuel-control components and precision tracking equipment.

That component profile makes MNC Solution a direct beneficiary of long-term defence procurement cycles. Once critical parts are adopted into a weapon platform, revenue may continue through replacement parts, maintenance, upgrades and follow-on production. This has made specialist suppliers attractive to long-horizon investors seeking exposure to defence spending without taking on the full execution risk attached to major platform makers.

The timing also reflects tighter defence ties between Abu Dhabi and Seoul. The UAE and South Korea signed a memorandum of understanding in February covering defence cooperation across air defence, air force and naval sectors, with the potential value of the programme estimated at more than $35 billion. The two countries have also strengthened broader industrial and energy links, creating a wider framework for capital flows into advanced manufacturing and strategic technologies.

For Mubadala, a commitment through a project fund would offer indirect exposure rather than a direct acquisition of MNC Solution shares. That structure may be important because South Korea places restrictions on foreign investment in defence companies. Foreign investors seeking to acquire shares for the purpose of participating in management may require approval from the Ministry of Trade, Industry and Resources. Ownership thresholds and fund composition are likely to be scrutinised closely because MNC Solution operates in a sensitive supply chain.

The transaction remains subject to final negotiations and regulatory considerations. Foreign participation in a defence-related buyout can raise questions over technology protection, governance rights, voting arrangements and information access. Dealmakers are therefore likely to structure any overseas capital commitments to avoid triggering concerns over control or influence.

The sale process follows a sharp re-rating of South Korean defence assets over the past two years, although MNC Solution’s share price has come under pressure this year as investors shifted towards larger semiconductor and technology stocks. The company’s stock has fallen significantly since the start of 2026, complicating valuation discussions between the sellers and the preferred bidder. Management has moved to improve liquidity through a bonus issue of two shares for every one share held.

MNC Solution traces its roots to the former defence division of Doosan Mottrol and was reorganised before listing on the KOSPI in December 2024. Its public-market debut gave investors access to a relatively rare pure-play defence components supplier, but its concentrated ownership has limited free float. A change in controlling shareholder could reshape governance and support future overseas expansion.

The article Mubadala weighs entry into Korean defence supplier appeared first on Arabian Post.

The postponement affects the main tender for the redesigned tower at Dubai Creek Harbour, a project that has been on the market’s radar since its original launch and later redesign. Emaar founder Mohamed Alabbar was quoted as saying the company had decided to wait because closures at ports had affected material costs, making it difficult to price the construction package with confidence.

The delay marks a shift from expectations set earlier this year, when the developer indicated that a tender for the tower could be issued within about three months. That timetable had raised hopes that the project, paused for years after early foundation works and subsequent design revisions, was moving towards a fresh construction phase in 2026.

Dubai Creek Tower was conceived as the centrepiece of Dubai Creek Harbour, Emaar’s waterfront district near Ras Al Khor. The tower was originally designed by Santiago Calatrava and promoted as a structure that would extend Dubai’s reputation for record-setting architecture beyond Burj Khalifa. Foundation work had already reached a significant stage before the project was slowed, with more than 145 barrette piles used for the base.

The project has undergone substantial reassessment since its first unveiling. Emaar moved away from the earlier height-led narrative and indicated that the revised design would focus more strongly on architectural value, visitor experience and the wider appeal of Dubai Creek Harbour. The redesigned scheme has not been fully disclosed, and the company has yet to announce final height, cost, contractor shortlist or completion timetable.

The tender delay comes as contractors across the region factor higher uncertainty into bids for large projects. Port closures and shipping disruptions can alter the cost of steel, mechanical systems, façades, specialist equipment and imported finishing materials, all of which are critical to a complex tower package. For a project of this scale, even limited volatility can affect bid validity periods, procurement schedules and risk premiums.

Developers have become more cautious about launching large construction packages when supply-chain conditions are unstable. Contractors are also less willing to absorb price fluctuation on long-duration jobs without contractual protection. That has made pricing clauses, procurement lead times and material escalation mechanisms more important in negotiations for megaprojects.

Emaar remains one of Dubai’s strongest real estate developers, with large revenue visibility from its development pipeline. Emaar Development recorded AED 6.9 billion in revenue in the first quarter of 2026, up 36 per cent year on year, while its revenue backlog stood at AED 134.6 billion at the end of March. Parent-level property sales also remained strong, supported by demand across master-planned communities and branded residential assets.

The company’s 2025 performance underlined its capacity to carry large projects through market cycles. Property sales at Emaar Development reached AED 71.1 billion during the year, while revenue rose to AED 27.5 billion and net profit before tax climbed to AED 15.5 billion. The figures give the developer flexibility, but the Creek Tower tender shows that even major balance sheets are not immune to supply-chain pricing pressure.

Dubai’s property market entered 2026 with strong momentum. First-quarter real estate transactions reached AED 252 billion, with transaction value up 31 per cent year on year and volume up 6 per cent. The market continues to benefit from population growth, business migration, tourism, wealth inflows and government efforts to deepen the emirate’s appeal as a residential and investment hub.

At the same time, developers face more scrutiny over project timing. Buyers and investors are watching delivery schedules closely as the city’s pipeline expands. Contractors are balancing demand from residential, hospitality, infrastructure and mixed-use developments, while specialist suppliers are adjusting prices amid uncertainty in global trade routes.

Dubai Creek Tower carries symbolic weight beyond its construction value. It is tied to Emaar’s broader strategy for Dubai Creek Harbour, a district intended to complement Downtown Dubai and support the city’s long-term urban growth. The tower’s revival would strengthen the area’s identity, improve visitor pull and reinforce the master development’s positioning against other waterfront communities.

The article Creek Tower tender pushed back as costs shift appeared first on Arabian Post.

The four-day outlook points to fair-to-partly cloudy conditions across much of the country, with convective cloud formation most likely over eastern and southern areas during the afternoon. The weather shift is expected to run from Tuesday through Friday, with rainfall chances concentrated around mountainous and inland zones before conditions turn slightly cooler by the end of the week.

The Rawayeh season, a locally recognised period associated with summer cloud activity, often develops when moist air, high surface temperatures and local wind convergence combine to produce towering clouds over the Hajar Mountains and adjoining areas. These clouds can trigger short bursts of rain, lightning, downdraught winds and reduced visibility, even when coastal cities remain largely dry and hot.

Dubai and Abu Dhabi are still expected to face severe daytime heat, with highs broadly in the low-to-mid 40s Celsius during the first half of the week. Dubai is forecast to reach about 42°C on Tuesday and 45°C on Wednesday, while Abu Dhabi is expected to climb to about 42°C and 44°C over the same period. Temperatures are projected to ease later in the week, with highs closer to 40°C to 42°C in several urban areas.

The unsettled conditions are not expected to produce widespread, continuous rain. Forecasters are instead watching for localised afternoon cloudbursts, particularly in eastern areas such as Fujairah, parts of Ras Al Khaimah, Al Ain’s surrounding highlands and inland corridors where summer convection typically develops. Some cloud activity may extend towards southern districts, depending on wind flow and available moisture.

Winds are expected to shift between southeasterly, northeasterly and northwesterly directions through the period. Speeds may remain light to moderate for much of the day but could freshen at times, reaching around 40km/h in internal, mountainous and western areas. Blowing dust may affect exposed roads and open desert stretches, reducing visibility for motorists during stronger gusts.

Marine conditions are also likely to vary. The Arabian Gulf is forecast to be slight to moderate at times, with rougher conditions possible in western waters during parts of the outlook period. The Oman Sea may also turn moderate to rough at times, especially as winds strengthen around cloud development. Small craft operators and beachgoers are expected to monitor marine warnings closely.

Humidity is likely to remain a feature of the night and early morning weather, particularly along the coast and on islands. Mist or low cloud may form in some areas before daytime heating breaks the pattern. This mix of humidity, heat and afternoon cloud activity reflects the seasonal transition following the start of astronomical summer in the UAE on June 21.

The expected rainfall comes after parts of the eastern region saw summer showers earlier this month, with brief downpours transforming dry wadis and mountain roads in some locations. Such events can be visually dramatic but highly localised, creating sharp contrasts between rainy highland pockets and dry urban centres less than a few hours away.

Emergency and road-safety advisories typically become more important during this pattern because convective rain can form quickly. Sudden runoff in wadis, slippery mountain roads, falling visibility and strong crosswinds can create hazards, even when rainfall lasts only a short time. Drivers are usually advised to avoid flooded valleys, keep safe distances and follow official alerts during changing weather.

The wider June pattern remains dominated by heat, dry intervals and dusty winds. Long-term averages show June as one of the UAE’s hottest months, with rainfall normally limited. This week’s rain chances therefore represent a seasonal convective episode rather than a broad break from summer conditions.

The weather change may bring some relief to inland and eastern communities, but heat stress will remain a concern across the country. Outdoor workers, delivery riders and residents spending extended periods outside face continued exposure to high temperatures, especially from late morning to mid-afternoon. Hydration, shaded rest breaks and reduced exposure during peak heat hours remain central precautions.

The article Clouds and showers temper UAE summer heat appeared first on Arabian Post.

Cornell Tech researchers Tingwei Zhang, Harold Triedman and Vitaly Shmatikov found that a crafted snippet of about 13 words, planted in user-generated content, could manipulate deep-research systems that gather web material, synthesise it and present confident, citation-backed answers. The technique, named WARP, or Web Agent Retrieval Poisoning, does not require hacking an AI company, breaking into a platform or knowing a user’s exact question. It relies instead on the way research agents repeatedly retrieve the same community pages when answering clusters of related queries.

The study tested three open-source research systems, STORM, Co-STORM and OmniThink, using an ethical simulation framework that avoided altering live web pages. A single poisoned URL produced conditional mention rates of 38 to 51 per cent when the affected page was retrieved, while targeting several URLs lifted the rate to 42 to 62 per cent. In a full-content setting, where the planted material formed less than 4 per cent of the retrieved page, mention rates still reached 30 to 53 per cent.

The risk is acute because consumer questions often lead AI tools to community forums. Queries about restaurant choices, dating apps, cryptocurrency investments or subscription cancellation services tend to draw from Reddit, Wikipedia, Quora, YouTube and similar sites, where ordinary users post informal advice. The Cornell paper found that 17 to 23 per cent of all retrieved URLs in the tested systems came from user-generated platforms, and that an individual community page could appear in up to 48 per cent of queries within the same topic cluster.

That repetition creates a concentrated target. A scammer seeking to promote a bogus service does not need to dominate the web. A strategically placed comment on one thread that research agents already retrieve can be enough to place a fictional name into an AI-generated report. The fabricated examples in the study included a fake Austin restaurant called Sol Azteca, a made-up dating app called SilverPath and a fictitious cryptocurrency presented alongside established digital assets.

The findings also sharpen concerns about commercial AI research products. The researchers did not conduct end-to-end poisoning experiments on ChatGPT Deep Research or Gemini Deep Research because doing so would have required manipulating the live web or observing server-side retrieval that is not externally visible. Instead, they examined how often these tools cite user-generated content during normal use. OpenAI Deep Research cited such material in 3 of 748 reviewed citations, a rate of 0.4 per cent. Gemini Deep Research cited it at 12.1 per cent across the tested topics, suggesting greater exposure to the same structural weakness.

The vulnerability sits at the intersection of retrieval-augmented generation and generative engine optimisation. Retrieval-augmented systems are designed to improve accuracy by consulting current web sources rather than relying only on training data. But when those sources include writable public forums, the system’s strength becomes an opening for manipulation. Generative engine optimisation, a fast-growing marketing practice aimed at influencing AI answers, gives commercial actors an incentive to seed the web with phrases that models are likely to retrieve and repeat.

The Cornell work suggests that conventional defences remain inadequate. Blocking user-generated platforms can stop this class of attack, but it also strips AI research tools of detailed first-hand material that often makes their answers useful. Screening retrieved text before it enters the system was less effective because the poisoned snippets were crafted to read fluently and naturally. Output filtering also struggled because a fake recommendation can appear plausible when it is placed among genuine products or services.

The issue differs from older search-engine spam in one important respect. Search engines usually present users with ranked links, leaving room for scepticism and comparison. Deep-research agents compress multiple sources into a single narrative, often with a tone of authority that can make weak or planted evidence appear more settled than it is. For users, the danger is not merely seeing a bad link but receiving a polished recommendation for something that does not exist.

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Starmer announced on Monday, June 22, that he would oversee an orderly transfer of power and remain in Downing Street until Labour chooses a successor, expected by September. His decision ends a premiership that began with a commanding election victory in 2024 but became increasingly strained by weak poll ratings, internal Labour pressure, policy reversals and public frustration over living costs, migration and public services.

The announcement followed weeks of mounting speculation over his future after Labour setbacks in local contests and growing unease among MPs about whether he could lead the party into the next general election, due by 2029. Party figures had become increasingly concerned that Labour’s large Commons majority was masking a deeper erosion of public trust, with Reform UK under Nigel Farage gaining ground among voters disillusioned with both main parties.

Andy Burnham, the Greater Manchester mayor who has returned to Parliament, is widely seen as the frontrunner to succeed Starmer. His backers argue that he offers a more direct political style and a stronger appeal to working-class voters in northern England, where Labour has struggled to hold together parts of its traditional coalition. Burnham has focused his public pitch on living standards, public transport, housing and the cost of essential services, though he has yet to set out a full national programme.

Wes Streeting, a former health secretary, is also viewed as a possible contender, raising the prospect of a contest that could expose divisions between Labour’s centrist wing and members seeking a sharper break from Starmer’s cautious governing style. Party officials are expected to set out the timetable for nominations and voting in July, with the aim of avoiding a prolonged leadership fight while markets and allies assess the transition.

Starmer entered office promising stability after years of Conservative turmoil, but his government struggled to turn a large parliamentary majority into a convincing governing narrative. He faced criticism over tax rises, welfare policy, immigration pressures and public-sector performance, while a series of internal disputes weakened his authority. The appointment of Peter Mandelson as ambassador to Washington and questions over political judgment deepened discomfort inside the party.

The outgoing prime minister also suffered from a perception that his administration was more effective at removing Conservative opponents than defining its own mission. Labour’s 2024 landslide owed much to the collapse of Conservative support after years of leadership turmoil, fiscal strain and public-service failures. Once in power, Starmer found limited room for manoeuvre, with high borrowing costs, tight budgets and voter impatience narrowing the government’s options.

His allies point to achievements on international policy, particularly support for Ukraine, efforts to rebuild ties with European capitals and a more predictable relationship with allies after the turbulence of the post-Brexit years. They also argue that his administration inherited deep fiscal and institutional problems, including pressure on the National Health Service, housing shortages and weak productivity growth.

The resignation nonetheless marks another sharp turn in Britain’s political cycle. Since David Cameron left office after the Brexit referendum, the country has moved through Theresa May, Boris Johnson, Liz Truss, Rishi Sunak and Starmer, with leadership changes often driven by party pressure rather than general elections. The pattern has reinforced concerns among businesses and investors over policy continuity at a time when the economy remains exposed to sluggish growth, fragile consumer confidence and constrained public finances.

Financial markets showed limited immediate disruption after Starmer’s announcement, though investors will watch closely for signs that the next Labour leader could shift fiscal policy, taxation or public spending plans. The pound held broadly steady, while gilt markets remained focused on inflation, borrowing costs and the government’s ability to maintain credibility with lenders.

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A joint statement by Qatar and Pakistan said the two sides had accepted a roadmap for technical negotiations, with further sessions scheduled through the week at Bürgenstock, the Swiss mountain resort owned by Qatar. The process is being overseen by a High-Level Committee intended to turn an interim understanding into a broader deal covering nuclear limits, sanctions relief, maritime security and regional de-escalation.

The talks began under severe strain after Tehran said it had again closed the Strait of Hormuz, the narrow waterway through which a large share of global oil and gas shipments passes. Washington disputed the scale of the closure but warned that any move to obstruct commercial shipping would draw a forceful response. President Donald Trump, while allowing talks to proceed through mediators, repeated that attacks on Iranian targets could resume if Tehran or its allied groups escalated.

The first session brought together senior officials from both governments after weeks of shuttle diplomacy by Doha and Islamabad. Vice-President JD Vance led the US side, while Foreign Minister Abbas Araqchi represented Tehran. The Iranian delegation initially signalled anger over the US rhetoric, but mediators kept indirect channels open before both sides returned to structured discussions.

The Bürgenstock framework gives negotiators 60 days to define the terms of a final agreement. The immediate agenda includes a maritime communication channel to reduce the risk of incidents in the Strait of Hormuz, a mechanism to secure commercial passage, and a deconfliction arrangement linked to hostilities in Lebanon. Technical teams are expected to work on nuclear monitoring, sanctions sequencing, oil export permissions, frozen assets and enforcement guarantees.

The Strait of Hormuz remains central to the talks because its disruption has direct consequences for global energy markets. Around one-fifth of global petroleum liquids consumption moves through the waterway in normal conditions, while Gulf exporters have limited alternatives for rerouting crude and liquefied natural gas. Even partial restrictions raise insurance costs, slow tanker movement and add a geopolitical premium to oil prices.

Oil markets reacted with caution rather than relief. Traders viewed the 60-day roadmap as a sign that diplomacy had not collapsed, but the risk of further disruption remained high because Tehran’s claims of closure and Washington’s threats of renewed strikes left shipping companies, insurers and energy buyers facing a fragile operating environment. Asian economies, which absorb much of the oil and gas moving through Hormuz, remain particularly exposed to price swings and cargo delays.

The Switzerland talks follow an interim understanding reached earlier this month after months of escalation involving Iran, the United States, Israel and Iran-backed groups. That arrangement was meant to create space for negotiations, but its implementation has been uneven, with fighting in Lebanon and repeated warnings over shipping lanes testing its credibility.

Iran’s immediate demands include relief from oil-related sanctions, access to frozen funds and assurances that attacks linked to Israel and allied forces will not continue while negotiations are under way. Tehran also wants any nuclear commitments to be paired with verifiable economic benefits, a position that has shaped its approach since earlier nuclear diplomacy collapsed.

Washington is seeking limits on uranium enrichment, stronger monitoring arrangements and constraints on Iran’s regional military networks. US officials also want guarantees that Hormuz will remain open to commercial vessels and that armed groups aligned with Tehran will not use the negotiating period to reposition or intensify attacks.

Qatar’s role is significant because it maintains working relations with both Washington and Tehran and has previously acted as a financial and diplomatic channel in sensitive negotiations. Pakistan’s involvement reflects its geographic proximity, political access and interest in preventing a prolonged regional conflict that could disrupt energy flows and deepen economic pressures across South Asia.

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The financial terms of the transaction were not disclosed. Smart’s co-founders, Lee Bainbridge and Alex Wilkin, will retain a meaningful minority holding, keeping the founders aligned with the company as it enters its next phase under private equity ownership. The transaction gives Investcorp control of a fast-growing platform in a fragmented market where building owners, managing agents and occupiers are increasing their reliance on outsourced technical maintenance.

Smart provides critical M&E maintenance services across heating, ventilation and air conditioning, electrical systems, fire safety, water and gas infrastructure. Its client base includes high-quality commercial office buildings and technical sites in life sciences, education, digital infrastructure and public sector assets. The company has built its position around data-led service delivery, planned maintenance and response capability for buildings where system failure can disrupt business continuity, regulatory compliance or tenant operations.

Founded in 2017 and headquartered in London, Smart has expanded rapidly as demand has grown for specialist providers able to maintain increasingly complex buildings. The business has generated more than £100 million in revenue and has recorded annual organic growth of more than 30% in the past few years. Its growth reflects a broader shift in facilities management from low-margin general services towards technical, compliance-heavy and technology-enabled maintenance.

Investcorp is expected to support Smart through a combination of organic expansion and targeted acquisitions across the UK. The strategy is likely to focus on extending Smart’s presence into new regions and end-markets while strengthening its technology platform and professional systems. The UK facilities management market remains highly fragmented, giving larger platforms with access to capital scope to consolidate smaller specialist operators.

José Pfeifer, head of European private equity buyouts at Investcorp, said Smart offered exposure to a large and resilient market, with a strong record in mission-critical services. Owen Li, managing director at Investcorp, said the firm was aligned with Smart’s founders and management on scaling the business and widening its client-focused services. Smart chief executive Lee Metcalfe said the partnership would help the company strengthen its offering, invest in technology and pursue new UK market opportunities.

The acquisition fits Investcorp’s long-running strategy of backing founder-led and specialist services businesses with scope for expansion through operational improvements and bolt-on deals. Its UK investments have included Stowe Family Law in 2024 and Outcomes First Group in 2023, while its wider commercial services activity has included RESA Power in the US and Kee Safety in the UK. The Smart deal adds another essential-services asset to a portfolio shaped by demand for businesses with recurring revenue, regulatory relevance and defensive characteristics.

The timing also reflects investor interest in “hard services” within facilities management. Mechanical and electrical maintenance has gained importance as buildings become more energy-intensive, digitally connected and subject to stricter safety and environmental standards. Offices, data centres, laboratories and education facilities increasingly require specialist technical support to manage energy performance, fire systems, water safety, air quality and uptime.

The UK market is also being reshaped by sustainability targets and workplace changes. Building owners are under pressure to reduce energy consumption, improve asset efficiency and meet compliance requirements, while occupiers want reliable, well-managed spaces as hybrid working settles into a more structured pattern. These trends have increased demand for providers that can combine engineering expertise with data, reporting and preventative maintenance.

For Smart, Investcorp’s ownership could accelerate a move from a fast-growing London-centred operator into a broader national platform. The company already serves commercial and technical end-markets where service failure carries high operational risk. Its next stage is expected to involve deeper coverage outside the capital, broader technical capabilities and greater use of data to predict failures, manage assets and improve service levels.

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The announcement, made through Trump’s social media account, has not yet been publicly confirmed by either Apple or Intel. Both companies have declined to give detailed comment, leaving open questions about the scale, timing and type of chips that may be covered by the arrangement. Even so, the statement immediately lifted investor expectations that Intel could secure one of the world’s most demanding chip customers after years of trying to build a credible contract-manufacturing business.

Intel shares rose sharply after the statement, with the market treating Apple’s possible participation as a major validation of the company’s manufacturing roadmap. Apple’s stock moved only slightly, reflecting investor caution over whether any initial work with Intel would involve high-volume processors or a narrower set of less critical components.

The potential agreement comes after more than a year of discussions between Apple and Intel over chip production for Apple-designed devices. The talks have been encouraged by the Trump administration as part of a wider industrial policy drive to expand advanced chipmaking capacity in the United States and reduce dependence on Asian manufacturing hubs.

Apple designs the processors used in iPhones, iPads and Macs, but relies heavily on Taiwan Semiconductor Manufacturing Company for production of its most advanced chips. The company moved away from Intel processors in Macs after launching its own M-series chips in 2020, a transition that improved performance and energy efficiency across its computer line-up. A new Intel arrangement would therefore not mark a return to Intel chip designs, but a possible foundry role in producing Apple-designed silicon.

For Intel, the stakes are higher. The company has been trying to reposition itself as a manufacturing partner for outside customers while also competing in the processor market. Its foundry division has required heavy investment and has struggled to prove that it can match the consistency, yields and delivery discipline of TSMC, which remains the dominant producer of cutting-edge chips for Apple, Nvidia, AMD and other major technology groups.

The US government took a 10 per cent stake in Intel last year after converting nearly $9bn in federal support into common stock, making Washington an unusually direct financial participant in the company’s turnaround effort. The administration has since used Intel’s domestic manufacturing base as a central plank in its technology strategy, pressing large chip buyers to consider US production capacity where possible.

Intel has also been promoting its 18A and 18A-P manufacturing processes as proof that its technology is becoming competitive again at the leading edge. The 18A-P process has entered risk production, an early stage used to validate performance and manufacturing readiness before broader customer adoption. The node is designed to deliver better power efficiency and performance, features that are crucial for mobile devices, laptops and artificial intelligence workloads.

Apple’s likely approach would be measured. The company is known for tight control over product quality and supply chain risk, and it is unlikely to move its most commercially sensitive chips away from TSMC without extensive testing. Analysts expect any first Intel-manufactured Apple chips to begin with limited volumes or selected product lines before moving into broader production, depending on yield, cost and delivery performance.

The possible deal also fits Apple’s wider effort to diversify supply chains. The company has expanded US semiconductor commitments through TSMC’s Arizona facilities and other domestic suppliers, while continuing to rely on a global network for assembly, components and logistics. Trump has separately criticised Apple’s overseas manufacturing footprint and pushed the company to make more products for the US market within the country.

The political significance of the Intel claim is considerable. Advanced chips have become central to national security, artificial intelligence, cloud computing and consumer electronics. Washington’s challenge has been to convert subsidies, tax incentives and political pressure into commercially viable production that can compete with Taiwan, South Korea and other established semiconductor centres.

A confirmed Apple order would give Intel a flagship customer and could help attract other companies weighing whether to trust its foundry operation. It would also offer Apple another option at a time when demand for high-end semiconductor capacity is being strained by artificial intelligence chips and next-generation consumer devices.

The remaining uncertainty lies in execution. Apple has not disclosed which chips Intel may produce, when production could begin or whether the arrangement is binding. Intel has not provided customer-specific details tied to its newest process nodes. Until those terms are clarified, the announcement remains a politically significant signal rather than a fully defined supply chain shift.

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The transaction was executed through block deals on the National Stock Exchange at ₹1,730 per share, with shares sold mainly by Sepia Investments, an affiliate of ChrysCapital, and Anchor Partners. ADIA purchased 39,130 shares at the same price, putting the sovereign investor’s individual outlay at about ₹6.77 crore. The broader deal, however, was led by a larger pool of domestic and overseas institutions that absorbed nearly 44.9 lakh shares between them.

HDFC Mutual Fund was the largest buyer, acquiring 24.5 lakh shares worth about ₹424 crore. Other buyers included Aditya Birla Sun Life Mutual Fund, Invesco Mutual Fund, Kotak Mahindra Mutual Fund, Aberdeen Asian Smaller Companies Investment Trust, Aberdeen Standard SICAV I – Asian Smaller Companies Fund, Factory Mutual Insurance Company and WhiteOak-linked emerging-market funds. The distribution of shares among a broad set of investors points to sustained institutional interest in the company after its market debut in December.

Sepia Investments sold 43.28 lakh shares, equivalent to about 7.07 per cent of Corona Remedies, for roughly ₹749 crore. Anchor Partners sold 1.61 lakh shares, representing around 0.26 per cent, for about ₹28 crore. After the sale, Sepia’s holding fell from 19.76 per cent to about 12.69 per cent, indicating partial monetisation rather than a full exit by the ChrysCapital-linked vehicle.

Corona Remedies’ shares gained after the deal, reflecting market approval of the institutional participation, though the stock gave up part of its intraday surge. The block deal took place at ₹1,730 a share, while the counter traded above that level in the following session, suggesting that buyers entered at a discount to the market’s post-deal price.

The Ahmedabad-based company, founded in 2004, operates in branded pharmaceutical formulations and has built a presence in therapies including women’s healthcare, cardio-diabetic care, pain management, gastrointestinal treatment and vitamins. Its business is weighted towards the domestic prescription market, reducing exposure to export-related tariff and regulatory volatility that affects some larger drugmakers.

Corona Remedies listed on the BSE and NSE in December 2025 after a ₹655 crore initial public offering that was structured entirely as an offer for sale. The IPO was priced at ₹1,062 per share and the stock listed at a premium of more than 38 per cent, giving early public investors a strong debut. The latest secondary transaction follows that listing and provides liquidity to pre-IPO investors while widening institutional ownership.

The company’s financial profile helped draw attention during its listing. For the year ended March 2025, total revenue stood above ₹1,200 crore, while profit after tax was close to ₹149 crore and EBITDA was about ₹246 crore. Margins remained below some larger listed peers, but revenue growth, brand depth and specialist-prescription exposure have supported investor interest.

ADIA’s participation is modest in value compared with the larger buyers, but its presence carries signalling weight. The Abu Dhabi sovereign investor has been expanding exposure across public and private markets, including financial services, infrastructure, renewables, real estate, consumer businesses and healthcare. Its GIFT City presence has also strengthened its ability to route and manage investment activity connected with the country’s capital markets.

For Corona Remedies, the deal improves free float and places more shares with long-only institutions, mutual funds and specialist emerging-market investors. Such ownership can broaden market depth, although it can also raise scrutiny over earnings delivery, product concentration and valuation.

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The tender, issued on Friday, covers Upper Zakum, Umm Lulu and Das crude for June, July and August loading, with buyers able to bid for up to 2 million barrels. It is the company’s fourth crude tender this month and comes after a wave of spot sales that has placed Abu Dhabi at the centre of efforts to restore normal crude flows through one of the world’s most important energy corridors.

The terms give buyers, subject to mutual agreement, the ability to lift cargoes on a free-on-board basis from Zirku or Das Island, both inside the Strait of Hormuz. The tender also offers alternatives outside the most sensitive route, including loading from storage at Fujairah and ship-to-ship transfer options in locations such as Fujairah, Sohar and Malaysia. Delivered cargoes are also being made available, giving ADNOC flexibility to match buyer appetite with differing risk tolerances.

The structure of the offer is being closely watched because it provides a market test of whether refiners and traders are prepared to resume direct loadings from Gulf terminals after weeks of disrupted flows, higher freight premiums and caution among shipowners. The ability to load at Fujairah, outside the Strait, remains an important hedge for buyers seeking Abu Dhabi grades without committing vessels to the inner Gulf route.

Upper Zakum is Abu Dhabi’s flagship offshore medium sour grade and a key benchmark-linked crude for Asian refiners. Umm Lulu and Das are also established Gulf grades with steady demand across Asia, particularly among refiners configured to process medium sour barrels. The cargoes are expected to be priced either against official selling prices or Dubai-linked market benchmarks, depending on the structure agreed with buyers.

The tender follows sizeable ADNOC spot activity earlier this month, when at least 30 million barrels of crude were sold to refiners and trading houses. Those sales were supported by Asian demand, supply uncertainty elsewhere in the Gulf and the need among refiners to secure summer feedstock. The latest offer extends that strategy, but with greater emphasis on whether physical buyers are ready to re-enter Hormuz-facing logistics.

The Strait of Hormuz remains central to global energy security because a large share of crude and liquefied natural gas exports from Gulf producers passes through the narrow waterway between Iran and Oman. Any disruption to the route immediately affects freight rates, insurance costs and refinery procurement decisions across Asia and Europe. Tanker traffic has started to improve after the interim U. S.-Iran arrangement, though shipping companies and insurers continue to assess route safety and compliance risks.

Market sentiment has also shifted since Washington and Tehran moved to calm hostilities. Oil prices eased from conflict-driven highs as traders priced in a lower probability of prolonged disruption, but physical markets remain cautious because the full restoration of flows depends on navigational safety, political follow-through and the willingness of shipowners to commit vessels. A fragile ceasefire framework has reduced immediate escalation risk without removing the operational concerns that built up during the confrontation.

Iran’s approach to the waterway is another source of uncertainty. Shipping and energy market participants have been assessing new transit conditions, possible permit requirements and the prospect of additional fees after an initial grace period. Any move that raises the cost or complexity of passage would affect crude differentials, freight economics and the pricing of Gulf grades relative to alternative supplies from West Africa, the Americas and other non-Gulf producers.

For ADNOC, the tenders serve several purposes. They allow the company to monetise available barrels, reinforce Abu Dhabi’s position as a reliable supplier, and gather real-time pricing signals from buyers after a period of market stress. They also help determine whether sellers can move back from defensive logistics, such as Fujairah loading and ship-to-ship transfers, towards standard Gulf terminal operations.

Other Gulf exporters are moving cautiously in the same direction, with producers seeking to lift volumes while avoiding a sudden strain on tanker availability or insurance capacity. Kuwait and Iraq have also been looking at ways to rebuild export momentum as regional traffic improves. The pace of recovery will depend less on headline diplomacy than on whether each voyage can be executed without delays, extra security measures or unexpected costs.

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The measure, framed by Tehran as a safety and liability requirement, has raised alarm across shipping, insurance and energy markets because it appears to test the limits of international navigation rights while giving Iran a mechanism to influence traffic through a corridor carrying roughly a fifth of global oil flows and a major share of liquefied natural gas exports.

The new terms require ships to register with Iran’s Persian Gulf Strait Authority at least 48 hours before transit, submit voyage details, obtain route clearance and take out an approved insurance policy. The insurance cover is being offered without charge during an initial 60-day negotiation window, but Iranian officials have indicated that fees could follow once the grace period expires.

US officials have sought to portray the passage of vessels as evidence that the strait is not under Tehran’s unilateral control. Commercial tracking showed traffic improving from the near-paralysis seen during the crisis, though flows remain well below normal levels. Before the confrontation, more than 100 ships a day could move through the broader Hormuz corridor; crossings have only begun to recover in limited numbers.

The dispute has shifted from an immediate military blockade to a legal and commercial contest over who can set the rules for one of the narrowest and most strategically important maritime passages in the world. Iran says the measures are needed to manage mine risks, collision hazards, environmental exposure and security threats after months of disruption. Shipowners and insurers view the arrangement as a potential toll system under another name.

The Strait of Hormuz connects the Persian Gulf with the Gulf of Oman and the Arabian Sea. Tankers carrying crude from Saudi Arabia, Iraq, Kuwait, Qatar and the UAE rely on the route, while Qatar’s LNG trade has few practical alternatives at comparable scale. Energy traders are watching the new regime closely because even modest delays in approvals, insurance documentation or military clearance can ripple through freight rates, war-risk premiums and crude benchmarks.

Legal specialists say Iran’s position rests on a contested interpretation of coastal-state authority. The waterway passes through the territorial waters of Iran and Oman, but it is also treated by many maritime powers as an international strait where transit passage should not be impeded. Iran has not ratified the UN Convention on the Law of the Sea and has long taken the position that prior approval can be required in its waters, particularly for certain categories of vessels.

That gap between legal claims and operating reality has become more important as naval risk rises. Shipowners are not only assessing what the law permits but whether captains, crews and insurers can safely ignore Iranian instructions. Even where maritime lawyers argue that permission should not be needed, a vessel facing warning shots, jamming, inspections or denial of safe routing may have little commercial appetite for confrontation.

Insurance has become the central lever. War-risk premiums for the Gulf had already climbed during the crisis, and underwriters have demanded tighter route discipline, stronger tracking compliance and clearer security guarantees. A mandatory policy issued or approved by Tehran could complicate existing cover, especially for vessels linked to Western banks, sanctioned cargoes or ports under close regulatory scrutiny.

The United States has rejected any attempt to turn Hormuz passage into a paid permission system and has warned that freedom of navigation remains a core interest. At the same time, Washington has avoided presenting the quiet passage of ships as a full return to normal, with mine-clearance operations, naval patrols and diplomatic channels still shaping the pace of recovery.

Gulf governments are taking a cautious line. Producers want exports restored without giving formal recognition to a permanent Iranian gatekeeping role. Some have reopened tenders and prepared cargo schedules, but shipping desks are still factoring in delays, escort options and the possibility that Tehran could tighten approvals if talks stall.

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The platform, announced on June 17, 2026, is available in gated preview and begins with code vulnerabilities, covering first-party and third-party code before AWS expands it to other areas of security. It uses multiple frontier AI models, assigning different models to tasks where they perform best, rather than relying on a single system.

Continuum marks a sharper move by AWS into agentic cybersecurity, where AI systems do more than detect problems. The platform is intended to reason across a customer’s environment, determine which vulnerabilities pose genuine business risk, test exploitability in isolated conditions and then recommend or apply fixes within customer-defined limits.

The launch comes as vulnerability management has become one of the most pressured areas of enterprise security. Software teams are shipping faster, AI-assisted development is increasing code volume, and security teams face a growing stream of findings from scanners, cloud tools, open-source packages and external advisories. Public vulnerability databases are also under strain, with nearly 42,000 CVEs enriched in 2025, 45 per cent more than any previous year, while submissions continued to outpace processing capacity.

AWS is positioning Continuum as a response to that shift. The company says the old model of collecting telemetry, storing it and reviewing dashboards is no longer sufficient when AI models can identify flaws and map complex attack paths at machine speed. The harder problem for customers is deciding which alerts matter, confirming exploitability and fixing the flaw without lengthy coordination between security, engineering and operations teams.

Continuum works in four continuous phases. The discovery phase ingests existing vulnerability backlogs and conducts its own scans across the customer environment. The prioritisation phase evaluates whether an affected component is deployed, reachable, part of a production path and significant to the business if compromised. The validation phase attempts to separate real exposures from false positives by producing reproducible proof in a sandbox. The remediation phase assesses compensating controls and recommends a network change, policy adjustment or code patch.

AWS says the system can also provide blast-radius visibility and rollback paths where feasible, a critical feature for large enterprises wary of automated fixes that may disrupt production systems. Continuum starts in what AWS calls learn mode, keeping a human in the loop and showing the reasoning behind each recommendation. Customers can then move selected categories into enforce mode, allowing more automated remediation under guardrails they define.

The platform incorporates capabilities previously associated with AWS Security Agent. Penetration testing and code scanning are now part of Continuum as Continuum penetration testing and Continuum code scanning, with code scanning still in preview. AWS is also previewing Continuum threat modelling, which can generate STRIDE-based threat models from design documents or source code.

Continuum’s model-agnostic design reflects an emerging pattern in enterprise AI platforms. Instead of building around one foundation model, providers are increasingly using orchestration layers that choose between different frontier models for specialised tasks. For security teams, that could mean using one model to inspect code, another to reason through exploit paths and another to draft remediation steps.

The approach also reflects the growing overlap between offensive and defensive AI. Security researchers have shown that frontier models can help inspect code, reproduce vulnerabilities and generate exploit evidence, but they can also produce false positives or miss vulnerabilities in realistic attack settings. That makes AWS’s emphasis on sandbox validation and staged trust central to whether customers see Continuum as a productivity tool or a source of new operational risk.

The stakes are rising as vulnerabilities move from a compliance concern to a core business risk. Exploited software flaws have played a growing role in breach investigations, while attackers are using automation to reduce the time between disclosure and exploitation. For large organisations, the volume of alerts often exceeds the capacity of human analysts to test and patch every issue manually.

AWS is initially working with select design partners including Capital One, MongoDB, Rivian and Robinhood, indicating that the first wave of adoption is likely to come from technology-intensive companies with large codebases, mature cloud operations and high regulatory exposure. Financial services, automotive and software companies are natural early targets because they combine complex application estates with strict security obligations.

The launch also intensifies competition among cloud and developer platforms seeking to embed AI into software security workflows. Microsoft, Google, GitHub and specialist security vendors are all pushing tools that promise faster code review, threat detection and remediation. AWS’s advantage lies in its access to cloud infrastructure context, permissions, network topology and customer security data, though that same depth will put scrutiny on data handling, model governance and customer control.

The article AWS pushes AI deeper into code security appeared first on Arabian Post.

The European Union’s tender framework for AI gigafactories now allows bidders to propose facilities that can grow in stages rather than committing immediately to the largest scale originally envisaged. The shift reflects mounting concerns over electricity supply, grid connections, financing gaps and the ability of governments and private investors to deliver massive AI computing hubs on a compressed timetable.

The bloc’s original ambition centred on up to five AI gigafactories backed by a €20 billion public-private financing facility. These centres were designed to house more than 100,000 advanced AI processors each, with the computing power needed to train frontier models and support strategic industrial applications. The updated approach keeps that broad objective intact but gives consortia more room to start with lower power capacity and expand as demand, funding and permits mature.

The change marks a pragmatic recalibration rather than a formal retreat from Europe’s AI sovereignty agenda. Officials still want to reduce dependence on US cloud providers, strengthen domestic compute capacity and support start-ups, universities and industry groups that lack access to large-scale AI infrastructure. Yet the new tender shape acknowledges that Europe’s energy and planning systems are not yet aligned with the size and speed of the build-out seen in the US, where hyperscalers have committed tens of billions of dollars to AI campuses.

The Commission’s AI Continent plan sets a target of mobilising €200 billion for AI investment and tripling the bloc’s data centre capacity within five to seven years. The gigafactory programme sits alongside 19 AI factories already selected or operating across Europe, which are built around supercomputing capacity under the EuroHPC framework and intended to provide access for smaller companies, researchers and public-sector users.

The smaller-scale tender option also responds to a sharp distinction between political ambition and market execution. Last year, 76 expressions of interest were submitted across 16 member states and 60 potential sites, suggesting strong early appetite. Since then, the field has been shaped by harder questions: who pays for the chips, how much power can be guaranteed, whether national governments can commit co-financing, and how quickly the sites can secure environmental, grid and land approvals.

Power availability has become one of the most difficult constraints. AI data centres require dense, reliable electricity supplies and advanced cooling systems, while several European markets are already struggling with grid congestion and high industrial energy prices. Operators also face scrutiny over water use, renewable energy procurement and whether public funding should support infrastructure that may benefit a small group of large technology users.

The new model lets bidders choose between capital-support and off-take structures, with public authorities receiving a share of computing capacity over a five-year period. It also requires proposals to spell out the phasing of investment, public support requested, maximum capacity and financial ceilings. That structure is designed to limit the risk of overpromising while giving governments clearer control over what public money buys.

Several countries are still moving aggressively. Spain has approved €719 million for an AI gigafactory project and hopes to align it with EU financing. France has been positioning itself as a major AI infrastructure base, helped by nuclear power, state support and private-sector plans that include multibillion-euro data centre and research campuses. Germany’s telecoms and industrial groups are also exploring large AI data centre projects tied to European funding.

The competitive backdrop remains unforgiving. Europe has strong research institutions, open-source communities and industrial users in sectors such as healthcare, manufacturing, automotive, finance and climate modelling. Its weakness lies in access to large and affordable compute. Three non-European hyperscalers control more than 70 per cent of the region’s cloud market, while the share held by European providers has fallen from 29 per cent in 2017 to around 15 per cent.

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The proposals, published under Consultation Paper No. 3 of 2026, are aimed at reinforcing the framework for autonomous and semi-autonomous systems, clarifying certification obligations and defining the responsibilities of Autonomous Systems Officers. Stakeholders have until 18 July 2026 to submit comments before the amendments move towards the next stage of the legislative process.

The changes would strengthen Regulation 10, the AI-focused provision introduced in 2023 to govern personal data processed through autonomous and semi-autonomous systems. They would also add a new Regulation 11, giving the Commissioner of Data Protection powers to recognise accreditation and certification schemes. The move reflects the growing use of AI in financial services, compliance, client onboarding, credit assessment, fraud monitoring, wealth management and automated customer interaction.

DIFC’s proposal seeks to embed stronger safety standards into systems handling personal data, with emphasis on privacy-by-design, transparency, accountability and human oversight. The amendments are expected to require firms to demonstrate that automated systems operate within defined human-approved purposes, particularly where high-risk processing is involved.

Jacques Visser, chief legal officer at DIFC Authority, said the framework must remain practical, clear and responsive as AI and data-driven systems evolve. The proposed changes, he said, are intended to support high standards of accountability and governance across the centre.

The consultation comes as DIFC’s corporate base expands sharply. The centre had 8,844 active registered companies at the end of 2025, up 28 per cent year on year, and a financial services-related workforce of about 50,200. That scale has increased the importance of clear rules for data governance, particularly as firms deploy machine-learning tools across regulated and non-regulated operations.

Regulation 10 already requires organisations using autonomous or semi-autonomous systems to consider risks to privacy, fairness, security and lawful processing. The proposed amendments would sharpen that regime by making certification and accreditation routes clearer, reducing uncertainty for firms seeking to prove compliance.

Autonomous Systems Officers are expected to play a central role in the amended framework. Their function is broadly aligned with senior governance responsibilities, including oversight of system risks, data protection impact assessments, accountability measures and internal reporting to management. The amendments would give firms clearer guidance on when the role is required and how it fits into wider compliance structures.

The proposed certification framework is also significant for companies using AI in high-risk activities. These may include automated decisions affecting access to financial services, profiling, staff monitoring, processing of sensitive personal data, fraud detection and systems that generate material outcomes for individuals. Firms may need to show that algorithms can trigger human intervention where there is a risk of unfair, discriminatory or biased results.

The consultation also places DIFC within a broader shift among financial centres seeking to regulate AI without slowing adoption. The European Union’s AI Act, the United Kingdom’s principles-based approach, Singapore’s model governance framework and emerging guidance from financial regulators have all pushed firms towards stronger internal controls over automated systems. DIFC’s approach appears designed to remain interoperable with these frameworks while reflecting its own common-law regulatory environment.

For financial institutions, the amendments could lead to more formal documentation of AI use cases, clearer registers of systems, evidence of risk assessments, vendor due diligence and stronger board-level oversight. Technology providers offering AI tools to DIFC-based firms may also face greater scrutiny over model design, explainability, security controls and data handling arrangements.

The changes are likely to affect banks, asset managers, insurers, fintech companies, family offices, professional services firms and digital platforms operating from the centre. Smaller firms may face higher compliance costs if they rely on third-party AI tools but lack mature governance structures. Larger institutions, already subject to internal model-risk controls and regulatory reviews, may find the amendments easier to absorb but will still need to map systems against DIFC-specific obligations.

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The Dubai Gold and Commodities Exchange, part of Dubai Multi Commodities Centre, will introduce the Gold Spot T+0 Contract for bullion dealers, refineries, brokers, clearing members and institutional market participants. The product is designed to allow trades to be executed and settled on the same day, reducing the time gap between price agreement, clearing and delivery in a market where volatility has made settlement speed more valuable.

The contract marks a significant addition to Dubai’s precious metals infrastructure at a time when safe-haven demand, geopolitical risk and shifts in global vaulting preferences are reshaping gold markets. It will provide physical delivery through approved vaults, giving market participants a regulated mechanism to hedge, trade and settle positions with a closer link to the underlying bullion market.

The exchange’s move reflects a broader push by Dubai to deepen liquidity in gold beyond traditional over-the-counter trading. A same-day settlement cycle can help refiners, jewellers, bullion banks and trading houses manage intraday price exposure, especially when global spot prices move sharply between London, New York, Dubai and Asian trading hours. For traders holding physical inventories, the shorter cycle may also improve capital efficiency by reducing the period during which funds and metal are tied up awaiting settlement.

DGCX has been expanding its precious metals offering as Dubai positions itself as a central marketplace between producing nations, refining centres and major consumer markets. The exchange began trading in November 2005 and has since developed futures and spot contracts across gold, silver, currencies, equities and energy. Its clearing infrastructure, through Dubai Commodities Clearing Corporation, remains central to efforts to bring more transparent and standardised risk management tools to regional commodities trading.

Dubai’s bullion market already benefits from a large physical ecosystem built around refineries, logistics firms, vault operators, banks, jewellers and commodity finance providers. The emirate has long served as a bridge between African, Middle Eastern and Asian gold flows, while its tax treatment of investment-grade bullion and air connectivity have supported its standing as a trading and re-export hub.

The UAE’s foreign trade in precious metals reached nearly AED625 billion, or about $170 billion, in 2024, rising 27 per cent from the previous year and 79 per cent over two years. Dubai is considered one of the world’s largest physical gold trade centres, second only to Switzerland in some market assessments, with more than 1,500 companies active across DMCC’s precious metals, stones and diamonds ecosystem.

DGCX reported a stronger market performance in 2025, with total traded volumes rising by more than 30 per cent to exceed two million lots and traded value surpassing $46 billion. Gold futures activity contributed to that momentum as investors used exchange-traded products to manage price swings triggered by geopolitical tensions, changing interest-rate expectations and currency volatility.

The launch also comes as global gold demand remains heavily influenced by central-bank purchases, exchange-traded fund flows and private investment in bars and coins. Reserve managers have continued to treat gold as a strategic asset for diversification and crisis protection, while retail and institutional investors have increased their focus on physical-backed products during periods of market stress.

At the same time, high gold prices have weighed on jewellery demand in several consumer markets, pushing more activity towards investment products and hedging tools. That shift has increased the importance of exchange-based contracts that can connect financial trading with deliverable metal, particularly in hubs able to offer vaulting, logistics and regulatory oversight.

Same-day settlement is not without challenges. Market participants will need to align funding, collateral, vault documentation and delivery procedures within a compressed time frame. Brokers and clearing members will also need robust operational systems to manage cut-off times, margin calls and physical allocation. Liquidity will depend on whether bullion dealers, refineries and institutional users commit meaningful volumes after launch.

The article Dubai accelerates bullion trading with same-day gold contract appeared first on Arabian Post.

The offer covers a curated selection of apartments in DAMAC Hills, DAMAC Hills 2, DAMAC Lagoons and DAMAC Riverside, positioning the company’s suburban and lifestyle-led communities as entry points for buyers who may have been priced out of central Dubai addresses. The campaign places instalment size, community amenities and long-term ownership at the centre of the pitch, rather than relying solely on luxury branding.

The launch comes at a more cautious moment for Dubai real estate. The emirate recorded more than 270,000 property transactions worth AED 917 billion in 2025, a 20 per cent annual rise and its strongest full-year performance. That pace has moderated in 2026, with May sales falling from April levels and ready-home activity weakening as regional uncertainty, higher prices and investor selectivity reshape demand. Developers are responding by widening payment options and emphasising liveability, rental potential and lower initial commitments.

DAMAC’s AED 1,999 monthly starting point is likely to draw attention from first-time investors, salaried professionals and expatriate buyers comparing ownership costs with rent. The figure, however, forms part of a payment structure rather than the full cost of purchase. Buyers still need to factor in booking amounts, Dubai Land Department fees, service charges, mortgage eligibility where applicable, payment milestones and the final cost of the selected unit.

The Lifestyle Collection also reflects a shift in Dubai’s off-plan sales strategy. Instead of marketing single towers in isolation, developers are increasingly using master communities as platforms for cross-selling apartments, townhouses and lifestyle amenities. The approach allows buyers to select from different price points while remaining within a familiar developer ecosystem.

DAMAC Hills remains the most established of the four locations in the collection. The community in Dubailand is built around a golf-course setting and includes apartments, villas, townhouses, retail facilities, sports amenities and landscaped public areas. Its profile is more mature than newer master plans, giving it appeal for buyers who want an existing neighbourhood rather than a fully future-facing project.

DAMAC Hills 2, formerly Akoya Oxygen, has been positioned as a more affordable family-focused community on the Emirates Road corridor. Its distance from central business districts has traditionally kept entry prices lower than prime areas, while parks, outdoor facilities and larger residential clusters have helped it attract buyers seeking space at a lower capital outlay. The affordability pitch of the new collection is expected to be particularly relevant in this community.

DAMAC Lagoons, a Mediterranean-themed master development near DAMAC Hills, adds a water-and-resort lifestyle angle to the offer. The project has been marketed around themed clusters, lagoon-style amenities and leisure facilities, appealing to buyers who want a suburban address with a holiday-home feel. Its pricing has generally remained below waterfront districts closer to the coast, making it part of Dubai’s expanding mid-market lifestyle segment.

DAMAC Riverside is one of the developer’s newer community plays, with apartment and townhouse phases designed around greenery, water features and lower-density living. The inclusion of Riverside in the collection signals DAMAC’s intent to use newer inventory to capture buyers looking for off-plan capital appreciation, while also giving the campaign a broader mix of handover timelines and community profiles.

The wider Dubai market is no longer moving on easy momentum alone. High-end transactions have slowed in parts of the city, some luxury asking prices have been cut, and buyers are paying closer attention to developer track records, handover schedules and payment-plan risk. At the same time, population growth, tax advantages, strong rental yields in several districts and Dubai’s status as a regional business hub continue to support medium-term housing demand.

For developers, the challenge is to convert that demand without overextending buyers. Low monthly instalments can widen access, but they can also obscure total liabilities if payment schedules rise sharply later in the plan. Market professionals say buyers are increasingly scrutinising whether promotional instalments are matched by realistic cash-flow assumptions, particularly for off-plan units that may require larger payments at construction milestones or handover.

DAMAC, founded by Hussain Sajwani, has built its brand through large master communities, branded residences and high-visibility marketing campaigns. The new collection departs from the ultra-luxury emphasis often associated with the company by highlighting accessibility in communities where apartment ownership can be packaged at lower monthly commitments.

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The 14-point memorandum, signed on Wednesday by Trump and President Masoud Pezeshkian, extends an earlier ceasefire for 60 days and opens negotiations on a permanent truce. It calls for an immediate end to hostilities on all fronts, including Lebanon, the lifting of a U. S. blockade on Iranian ports, the reopening of full maritime traffic through the Strait of Hormuz, sanctions waivers, the unfreezing of Iranian assets and the creation of a $300 billion reconstruction and development fund.

Trump, speaking at the Group of Seven summit in France, framed the accord as both a diplomatic opening and a coercive warning. “We’re going to bomb the hell out of them if they violate the agreement,” he said. “I don’t want them to. I want them to honour the agreement.” Earlier, he said that if Iran did not “behave”, the United States would go “right back to dropping bombs”.

The agreement marks one of the most consequential U. S.-Iran diplomatic documents since the 1979 Islamic Revolution, not least because both presidents endorsed it after months of direct and indirect fighting. Tehran said the memorandum was already in effect on Wednesday, while Washington described it as a framework rather than a final peace settlement.

The war began on February 28, when the United States and Israel launched attacks on Iran, killing Supreme Leader Ayatollah Ali Khamenei and senior military figures on the first day. The conflict expanded across the region, drawing in Lebanon, disrupting shipping through the Strait of Hormuz, pushing energy prices higher and intensifying inflation concerns. More than 7,000 people have been killed, most of them in Iran and Lebanon.

The memorandum does not resolve the most sensitive issues that drove the conflict. Iran is not required at this stage to dismantle its enriched uranium stockpile, destroy its missile programme or end support for Hezbollah. Instead, the agreement sets a 60-day period for detailed negotiations on a broader settlement, including inspection arrangements, nuclear restrictions and regional security guarantees.

Trump also softened one of his earlier arguments for military action, saying it would be “unfair” to deny Tehran ballistic missiles when other countries in the region possessed them. The comment represented a sharp shift from his previous pledge to eliminate Iran’s missile capability. He said ballistic missiles, unlike nuclear weapons, did not threaten to “blow up the planet”, while suggesting that Iran could retain a limited capability in proportion to its neighbours.

Iranian officials presented the agreement as a vindication of negotiation after a costly war. Mohammad Baqer Qalibaf, Tehran’s lead negotiator, said the country had achieved through talks what military action could not deliver. He cited the release of assets, the reopening of trade routes and the end of immediate hostilities as gains for the Islamic Republic.

The Strait of Hormuz provision is among the most economically significant parts of the text. The waterway handles a large share of global seaborne oil shipments, and its partial closure during the conflict had strained supply chains, freight rates and insurance markets. The agreement commits the parties to restoring maritime traffic without additional charges, while ending restrictions that had slowed Iranian port operations.

Oil prices eased after the truce framework emerged, but market confidence remained fragile because of Trump’s warnings and the unresolved nuclear and missile questions. Traders are also watching whether shipping insurers, Gulf ports and Asian refiners treat the memorandum as durable enough to restore normal flows. Any breakdown in the 60-day process could quickly reverse the relief in energy markets.

G7 leaders welcomed the accord while pressing for a broader reduction in regional violence. The summit statement backed an immediate ceasefire in Lebanon and called for follow-on talks to address Iran’s missile programme, nuclear activities and the security of maritime routes. Israel, which was not part of the direct negotiation, has maintained that it reserves the right to act against threats from Iran and Hezbollah.

Trump said U. S. forces would remain in the Gulf “for a while”, signalling that the military posture built during the war would not be unwound immediately. That presence is likely to remain a central point of friction with Tehran, which has long demanded the removal of U. S. forces from the region.

The article Trump presses Iran after fragile war deal appeared first on Arabian Post.

The venture, detailed at a Paris event on Wednesday, is expected to begin operations with contracts already secured worth several hundred million euros. EDGE will hold 51 per cent of the company and Leonardo 49 per cent, giving the Abu Dhabi group majority control while drawing on Leonardo’s established portfolio in radar, combat systems, aircraft sensors and advanced training platforms.

The partnership will focus on airborne radars for next-generation stealth platforms, the Kronos Grand Mobile High-Power radar, Combat Management Systems and Multi-Mission Aircraft Sensors. It will also act as a commercial channel to promote and sell Leonardo’s M-346 fighter/trainer aircraft and other defence capabilities across Europe and selected international markets.

The structure reflects a shift in the defence industry towards joint industrial platforms that combine technology transfer, local production, export access and long-term support. For EDGE, the agreement strengthens Abu Dhabi’s effort to build sovereign industrial capability rather than remain chiefly a buyer of imported systems. For Leonardo, it creates a route to expand sales beyond traditional European procurement channels while retaining a major technology and product role.

The companies first moved towards the partnership with a memorandum of understanding in June 2025 and then advanced the plan at Dubai Airshow in November, where they completed a preliminary assessment of technology transfer activities, market potential and governance principles. The companies said then that the venture would be based in Abu Dhabi and would support design, development, testing, industrialisation, production, sales, leasing, through-life support and training.

The new details give the project clearer commercial scale. A pipeline exceeding €4 billion would be significant even for Leonardo, which recorded €23.8 billion in new orders and €19.5 billion in consolidated revenues in 2025. The group’s order book and defence electronics business have benefited from higher security spending, stronger demand for surveillance systems and Europe’s renewed focus on military readiness.

EDGE, launched in 2019, has grown into one of the Gulf’s most ambitious defence technology groups, consolidating dozens of companies across platforms and systems, missiles and weapons, space and cyber technologies, industrialisation and homeland security. Its strategy has been built around acquiring technology, forming partnerships and using the UAE as a base for exports to markets looking for alternatives to longer-established Western suppliers.

The joint venture’s emphasis on radars and sensors places it in one of the fastest-moving segments of the defence market. Modern air forces are investing heavily in detection, tracking and electronic protection as stealth aircraft, drones, cruise missiles and precision weapons reshape battlefield requirements. Ground-based high-power radars, combat management systems and multi-mission sensor suites are increasingly central to air defence networks and command-and-control architectures.

Leonardo’s role is also tied to its broader push to expand in electronics, cyber, aeronautics and integrated security. The group has been building its presence through major programmes including Eurofighter, the Global Combat Air Programme, Eurodrone and several naval and space activities. Its shareholdings and ventures across MBDA, ATR, Telespazio, Thales Alenia Space, Avio, Leonardo DRS and Hensoldt give it exposure to missile systems, aircraft, satellites, sensors and defence electronics.

The M-346 element adds a second commercial track. The aircraft is used for advanced jet training and can also be configured for light combat roles. Demand for trainer aircraft has been supported by countries upgrading pilot pipelines for fourth- and fifth-generation combat fleets, as well as by air forces seeking lower-cost platforms for operational training and selected missions.

The venture will still have to navigate export controls, technology-transfer limits and national security approvals, particularly where advanced radar, combat management software and stealth-related systems are involved. Such restrictions can shape which markets are accessible and how much sensitive intellectual property can be transferred or localised.

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The latest ICAEW-Oxford Economics Economic Insight report projects GCC gross domestic product to shrink 2.4 per cent in 2026, before expanding 8.1 per cent in 2027. The forecast marks one of the starkest short-term reversals in the region’s outlook since the pandemic, with the downturn tied to disruption in energy exports, tourism flows and investment activity caused by the regional conflict.

The projections rest on a baseline scenario that assumes a ceasefire agreement is reached by the end of July and the Strait of Hormuz returns to normal operations by the end of the year. A US-Iran framework agreement, with formal signing scheduled for 19 June in Switzerland, is being treated as broadly consistent with that assumption, though any delay in implementation would leave the outlook vulnerable.

The GCC oil sector is forecast to contract 14.5 per cent in 2026, its steepest fall in several decades, before rebounding 23.5 per cent in 2027 as output and exports recover from a depressed base. Brent crude is forecast to average about $90 a barrel this year, but higher prices are expected to offer only partial relief because export volumes have been curtailed.

Saudi Arabia and Oman are expected to be the least affected Gulf economies this year, with both forecast to continue growing despite the disruption. Saudi Arabia and the UAE have also been able to reroute part of their energy exports through alternative pipelines, easing some of the pressure faced by producers more reliant on the Strait of Hormuz.

The latest projections point to an uneven regional impact. Qatar, Kuwait and Bahrain face sharper pressure because of their greater exposure to disrupted shipping routes and limited alternative export options. The UAE is expected to show relative resilience in non-oil activity, though logistics, travel and investor sentiment remain exposed to regional uncertainty.

Non-energy sectors across the GCC are forecast to contract 1.1 per cent in 2026 before returning to growth next year. Purchasing Managers’ Index surveys for May showed output growth in Saudi Arabia and the UAE reaching its strongest level in three months, supported by domestic demand, but the broader regional picture remains weighed down by weaker external demand and delayed investment decisions.

Saudi Arabia’s economy expanded 3 per cent year-on-year in the first quarter of 2026, while oil-related activity fell 6.8 per cent quarter-on-quarter as shipping through the Strait of Hormuz was disrupted late in the period. Non-oil activity rose 0.3 per cent, helped by government spending and domestic demand.

Tourism is expected to face a longer recovery path than energy. Inbound arrivals to the GCC are forecast to fall by around 30 per cent in 2026, implying tens of millions fewer visitors and tens of billions of dollars in lost spending. The impact is expected to be felt across airlines, hotels, retail, food services and entertainment, with the pace of recovery dependent on security conditions and traveller confidence.

Governments across the Gulf are expected to maintain spending on strategic sectors, including technology, healthcare, financial services and infrastructure. Most Gulf states continue to carry relatively low debt burdens, giving them scope to support domestic demand without a severe tightening of fiscal policy. Bahrain’s $1 billion sovereign bond issuance, which was oversubscribed, has reinforced signals that investor appetite for Gulf debt remains intact despite the conflict shock.

Inflationary pressures are expected to remain contained compared with previous global energy shocks. Consumer price inflation across the GCC is forecast to average 2.6 per cent in 2026, easing to 2.1 per cent in 2027 as supply-side pressures fade and trade flows normalise.

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The penalty, issued in October 2025, became clearer through appeal materials dated 29 April 2026, when Moscow City Court upheld the lower court’s ruling. The amount was not visible in the published text, but Google has previously been fined 3.8 million roubles under the same non-removal provision, part of a steady series of penalties over content that authorities say should be restricted inside Russia.

The case file identified pages in Google Maps connected with Kauffman, AlkoVilla, Alkomarket-Dostavka and Domashny Magazin, while another referenced alcohol-market listing had already disappeared from the service. Roskomnadzor, the communications and internet regulator, acted after the Federal Service for Alcohol and Tobacco Market Regulation concluded that the pages contained information about remote alcohol sales. Russian law has long barred online alcohol retailing, even as retailers have periodically pushed for controlled digital sales using age checks, licensed logistics and state tracking systems.

Google contested the ruling, arguing that Roskomnadzor had not properly notified the company of the takedown demands. The appeal court rejected that argument and left the penalty in force. The case was brought under Article 13.41 of the Code of Administrative Offences, a provision used against owners of internet resources that do not delete information when Russian law requires its removal.

The alcohol listings were not the only material cited in the proceedings. The same decision also referred to complaints involving several Google Play applications and links to books classified as extremist in Russia. That bundling of unrelated categories reflects the way administrative cases against large technology platforms are often assembled: several takedown demands, different forms of content and a single legal theory of non-compliance.

The dispute widens Russia’s pressure on foreign digital platforms. Earlier enforcement campaigns centred on social media posts, YouTube videos, opposition material, war-related content, data localisation and access to sanctioned media channels. The latest case shows that map listings, customer reviews and local business pages are also being treated as regulated information when authorities believe they facilitate prohibited activity.

The removal drive predates the court ruling. Since June 2024, Roskomnadzor has sent Google 436 notices demanding the removal of alcohol-store pages and reviews from its maps service. The notices said links to stores or comments about them had been entered into Russia’s register of prohibited online resources on the basis of court decisions connected with remote alcohol sales. Some listings have since vanished from Google Maps, although it is not always clear whether they were removed by Google, deleted by business owners or made inaccessible for other reasons.

For Moscow, the enforcement fits a wider policy of tightening control over alcohol availability. Alcohol retailing is licensed, age restricted and monitored through state systems, while regions can impose additional limits on sales hours and outlets near schools, medical facilities and other protected areas. Regulators see online listings that advertise delivery or remote ordering as a way to bypass those restrictions, particularly where sellers may lack proper licences or age verification.

For global platforms, the case raises a different problem. A map page is usually designed as a directory entry, combining address, opening hours, photographs, phone numbers, user reviews and merchant-supplied details. Authorities are increasingly treating parts of that information as potentially illegal advertising or sales facilitation, requiring platforms to police not only formal adverts but also user-generated location data. That creates a compliance burden in markets where rules on prohibited goods, political content and public morality are enforced through takedown notices backed by fines.

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The France captain struck in the 66th minute, added a second deep into stoppage time and moved to 14 World Cup goals, overtaking Pelé and Lionel Messi on the tournament’s all-time scoring list. Bradley Barcola, sent on as a substitute, scored France’s second in the 82nd minute before Ibrahim Mbaye pulled one back for Senegal in stoppage time.

Mbappé’s double also took him to 58 goals for France, pushing him past Olivier Giroud as the country’s leading scorer. His World Cup total now leaves him level with Gerd Müller and behind only Ronaldo Nazário and Miroslav Klose, whose record of 16 remains within reach if France go deep in the tournament.

France’s win was built less on early dominance than on second-half correction. Senegal were sharper before the interval, pressing with purpose, unsettling France’s build-up and creating the better chances. Nicolas Jackson struck the post, Ismaïla Sarr found space behind the defence, and France’s midfield struggled to link a star-filled attack that included Mbappé, Ousmane Dembélé and Michael Olise.

Didier Deschamps’ side looked disjointed during that first half, with misplaced passes and little rhythm in the final third. Senegal’s intensity exposed gaps between France’s midfield and defence, while the European side’s wide players were frequently forced into hurried decisions. The match carried historical weight for both teams, recalling Senegal’s famous 1-0 win over France in the opening game of the 2002 World Cup.

The balance shifted after half-time as France reorganised their attacking structure. Olise moved into a more central creative role, Dembélé operated with greater width, and Mbappé began to receive the ball in areas where he could attack Senegal’s back line directly. That change turned a stagnant display into a more fluid one.

The breakthrough arrived midway through the second half when Olise found Mbappé, who finished with the assurance that has defined his World Cup career. France, who had laboured for an hour, suddenly looked like the side expected to contend for a third world title. Senegal were forced to chase the game, and the spaces France had lacked began to appear.

Barcola’s goal gave France breathing room. The Paris Saint-Germain forward produced a composed finish after coming off the bench, rewarding Deschamps’ use of his attacking depth and underlining the range of options available to a squad seeking a third consecutive World Cup final. France won the tournament in 1998 and 2018 and finished runners-up to Argentina in 2022 after Mbappé scored a hat-trick in the final.

Senegal continued to push rather than retreat, and Mbaye’s angled strike in the fifth minute of stoppage time briefly revived the contest. The response was immediate. A minute later, Mbappé struck from distance, lifting the ball beyond Édouard Mendy and under the crossbar to seal the result and complete one of the defining individual performances of the opening round.

The scoreline was comfortable by the end, but Senegal’s display offered evidence that Group I will not be straightforward. Their first-half organisation, speed in transition and willingness to press France high suggested they remain capable of troubling Iraq and Norway in their remaining fixtures. The final margin owed as much to France’s superior finishing as to any sustained early control.

France’s performance raised familiar questions even in victory. The defence was stretched before the break, Mike Maignan was beaten late, and the midfield took time to impose itself. Yet the second-half response reinforced why Deschamps’ team remain among the tournament favourites: few sides possess the same capacity to change a game through one tactical adjustment and one elite forward.

Mbappé’s numbers now frame France’s campaign. At 27, he has already moved past several of football’s most celebrated World Cup scorers and is two goals short of Klose’s record. His latest milestone came in his 99th appearance for France and added another layer to a tournament career that began with the 2018 title and expanded with the 2022 Golden Boot.

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The projects were announced by His Highness Sheikh Dr Sultan bin Muhammad Al Qasimi, Supreme Council Member and Ruler of Sharjah, as part of a wider plan to develop internal and main roads connecting the two emirates. The programme targets long-standing pressure points used daily by residents travelling between Sharjah’s dense waterfront districts, Al Nahda Bridge and Dubai.

At the centre of the plan is the Al Taawun tunnel, a dual-carriageway underpass intended to allow vehicles to move below the roundabout rather than queue through surface-level traffic. The route is designed to extend towards Dubai up to Al Nahda Bridge, easing congestion at an intersection that has for years been a choke point during morning and evening peak periods.

The Al Taawun Roundabout Monument, removed to permit tunnelling and road works, is to be restored to its original location once the project is complete. The decision follows engineering reviews of the structure and its foundations, with the Ruler of Sharjah saying the monument’s community value would be preserved while the transport network is modernised.

Noor Road, another key element of the programme, will run from Al Orooba Street towards Dubai and is scheduled to open by the end of this year. The road is expected to provide an additional corridor into Dubai through the Al Nahda Bridge area, reducing dependence on existing routes and distributing traffic more evenly across the network.

The tunnel project is also expected to reduce pressure on Al Taawun Roundabout itself and support future connections to major corridors, including Emirates Road and Sheikh Mohamed bin Zayed Road. These links are important for traffic moving beyond immediate neighbourhood access, particularly freight, inter-emirate commuting and event-related traffic.

Access to Expo Centre Sharjah is another focus of the package. Directional signs will be installed on the upgraded routes to guide motorists directly to the centre’s parking facilities, improving movement during exhibitions, trade shows and major public events. The venue sits in an area where road demand can surge sharply when event traffic overlaps with commuter flows.

Temporary traffic changes linked to the works began on Saturday, June 13, with vehicles heading towards Dubai and Al Nahda Bridge redirected through Al Corniche Street. Traffic coming from Al Nahda Bridge towards Sharjah has been diverted to the new Al Taawun Street using approved alternative routes.

Authorities have urged motorists to follow signs, plan journeys ahead and use designated diversions while construction continues. No completion date has been announced for the tunnel, and the disruption is likely to be closely watched by residents as schools reopen and traffic volumes return to normal seasonal levels.

The projects form part of a broader effort by Sharjah to expand capacity in areas affected by residential growth, cross-border commuting and commercial activity. Sharjah is the UAE’s third-largest emirate and has developed into a major residential base for workers employed across the wider Dubai-Sharjah-Ajman urban belt.

Transport upgrades have become a recurring priority across the northern emirates as population growth, private car dependence and inter-emirate employment patterns place pressure on older road layouts. Sharjah’s challenge is particularly acute in districts near Dubai, where local access roads also serve as regional commuting corridors.

The Al Taawun works reflect a shift from temporary traffic management towards permanent grade-separated solutions. By sending through-traffic beneath the roundabout, the scheme aims to reduce conflict between vehicles entering local neighbourhoods and those continuing towards Dubai. Such designs can improve flow, but their impact depends on how effectively adjoining intersections absorb redistributed traffic.

For daily commuters, the immediate concern is the balance between long-term relief and short-term disruption. Residents have welcomed the prospect of a permanent fix to a congested stretch, while also raising concerns that diversions could add delays on Al Corniche Street and nearby junctions during construction.

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Qais Mohammed Al Yousef, Chairman of the Public Authority for Special Economic Zones and Free Zones, held talks in Muscat with Harsha Amarasekera, Chairman of the Colombo Port City Economic Commission, on opportunities to link the two countries’ zone-development strategies. The discussions covered commercial and real estate development, mechanisms to improve the business environment, and ways to draw high-quality investments into projects designed to support sustainable growth.

The meeting marks a targeted attempt to move bilateral economic ties beyond conventional trade into the management, promotion and regulation of investment destinations. Both sides reviewed experience in developing and administering special economic zones and examined international practices that could raise operational efficiency, improve investor services and strengthen competitiveness.

For Oman, the engagement fits a wider policy push to make economic zones central to diversification under Vision 2040. OPAZ, established in 2020, supervises key destinations including the Special Economic Zone at Duqm, Sohar Free Zone, Salalah Free Zone and Al Mazunah Free Zone, while promoting a network of industrial estates and logistics-led investment sites. The zones offer incentives such as full foreign ownership, capital and profit repatriation, customs advantages and tax exemptions that can run up to 30 years for qualifying projects.

The policy framework was reinforced by Royal Decree 38/2025, which brought special economic zones and free zones under a unified law that took effect in April 2025. The legislation replaced separate legal regimes for free zones and Duqm, introduced clearer provisions for foreign ownership and licensing, and strengthened the case for a one-stop system to cut procedural delays for investors.

Duqm has become the most visible test of that strategy. Oman signed ten agreements and memoranda this month for projects in the zone with estimated investments of $7.5 billion, including a $4.2 billion green hydrogen development by ACME Group. The package underlines how Muscat is using zone-based infrastructure to capture capital in clean energy, downstream industry, logistics and export-linked production.

Sri Lanka approaches the talks from a different but complementary position. The island’s post-crisis recovery has made investment promotion a policy priority, with foreign direct investment crossing $1 billion in 2025. The Board of Investment approved 146 projects worth about $1.9 billion during the year, with manufacturing, port development and tourism accounting for the largest shares of inflows.

Colombo Port City gives Sri Lanka a flagship platform for the dialogue with Oman. Built on 269 hectares of reclaimed land next to Colombo’s central business district, the project is structured as an international service-oriented special economic zone, with an initial investment of $1.4 billion and expected overall investment of about $20 billion when fully developed. Its commission acts as a single-window facilitator for investors and grants incentives for businesses of strategic importance.

The Omani-Sri Lankan conversation also highlighted small and medium-sized enterprises, an area where both economies are seeking wider participation in export growth and innovation. Sri Lanka’s SME base is tied to apparel, services, technology, tourism and light manufacturing, while Oman is trying to deepen local supply chains around ports, industrial estates and energy projects. Collaboration could extend from investor promotion to training, supplier development and zone management systems.

The timing is significant. Sri Lanka remains under an IMF-backed reform programme after its 2022 financial crisis, with fresh financing approved in May to support reserves and policy stability. Growth remains exposed to external pressures, including energy-price volatility and climate shocks, making durable foreign investment more important than short-term inflows. Oman, meanwhile, is positioning itself as a stable Gulf logistics and production base as investors reassess supply chains.

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The agreement, announced on 4 June, is the largest infrastructure commitment in Pinterest’s history and places AWS custom silicon at the centre of the company’s next phase of product development. Pinterest plans to increase its use of AWS Trainium for training and running large language models and vision-language models, while widening deployment of Graviton processors, which already support about a third of its compute infrastructure.

The deal gives Pinterest added capacity for AI workloads at a time when image-led search and automated advertising are becoming central to the company’s growth strategy. Its systems must interpret billions of images, connect them with user intent and turn browsing activity into actionable recommendations for fashion, home design, food, beauty and retail categories.

Matt Madrigal, Pinterest’s chief technology officer, said the company was “heavily investing in AI to make discovery more personal, visual and actionable” for users. He said the expanded AWS commitment would provide “compute flexibility, hardware optionality and infrastructure efficiency” and help improve consumer experiences and advertiser performance through proprietary models and open-source models.

Pinterest and AWS have worked together since 2010, helping optimise large-scale data lake infrastructure and core service reliability. The agreement extends that relationship across AI model training, inference and platform infrastructure, deepening AWS’s role as Pinterest’s preferred cloud services provider.

The company also plans to continue shifting from traditional EC2-based environments to a Kubernetes-based architecture on Amazon Elastic Kubernetes Service. The migration is intended to improve developer velocity, reliability and efficiency as AI-assisted products become more data-intensive.

Pinterest’s AI push is linked to its broader effort to define itself less as a conventional social network and more as a visual search and shopping engine. Its proprietary Taste Graph helps connect user interests with personalised recommendations, while transformer-based models and multimodal systems have improved the way the platform ranks, retrieves and serves content. Pinterest Assistant, a conversational discovery feature powered by open-source vision-language models, forms part of that shift.

The agreement follows a stronger start to 2026 for Pinterest. The company reported first-quarter revenue of US$1.008 billion, up 18 per cent year on year, with global monthly active users rising 11 per cent to a record 631 million. It posted a GAAP net loss of US$74 million, adjusted EBITDA of US$207 million, operating cash flow of US$328 million and free cash flow of US$312 million for the quarter.

Bill Ready has argued that Pinterest occupies a distinctive position because users often arrive with purchasing or planning intent rather than purely for entertainment. That distinction has become more important as advertisers demand measurable returns and platforms race to connect search, recommendations and commerce. AI-powered products such as Pinterest Performance+ are designed to automate campaign optimisation and make advertising more effective across search and shopping surfaces.

For AWS, the Pinterest commitment adds to a wave of large enterprise cloud deals tied to AI infrastructure and custom chips. Snowflake signed a US$6 billion AWS agreement in May covering AI and data workloads, including Graviton processors. Amazon has also stepped up financing for its infrastructure buildout, securing a US$17.5 billion delayed-draw loan facility in June as hyperscalers pour capital into data centres, chips, networking, energy and cooling systems.

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The incident took place at about 11.40am on Tuesday, around 20 nautical miles south of the Isle of Wight and outside UK territorial waters. The vessel involved was the 40ft sailing yacht Bright Future, carrying retired couple Jane and Alan Kelvey on a passage from the south coast of England towards France. The Russian warship was identified as Admiral Grigorovich, a Black Sea Fleet frigate that has been monitored during repeated movements through waters near Britain and northern France.

The Ministry of Defence said the shots were not aimed at the yacht and appeared to have been fired to prevent a possible collision after attempts to make contact. The frigate was assessed to have been drifting rather than under normal power at the time, raising the possibility that it had suffered an engine issue or was otherwise unable to manoeuvre freely.

Moscow said the yacht had been on a dangerous course and had come within about 150 metres of the frigate. Its defence ministry said the warship’s crew attempted radio contact, used signal flares and sounded warnings before firing small-arms shots in line with maritime safety procedures. The yacht’s crew disputed suggestions that they had created a collision risk, saying they altered course after hearing horn blasts and that the firing felt unnecessary.

Jane Kelvey described the episode as frightening but said she did not believe their lives were in immediate danger. The couple reported hearing several blasts followed by four or five shots. They continued towards Cherbourg, where they were later spoken to by French authorities as officials pieced together the sequence of events.

The incident quickly reached the political level. Prime Minister Keir Starmer, speaking from the G7 summit in France, described the episode as reckless and deeply concerning, while stressing that the immediate assessment did not point to a deliberate attack on the yacht. Defence officials treated the case as isolated, though they acknowledged the risks posed by Russian military vessels operating close to heavily used sea lanes.

Royal Navy patrol vessels had been monitoring Russian movements in the area, including Admiral Grigorovich, which has been associated with escort activity around vessels linked to Russia’s sanctioned oil trade. Support was provided to the yacht after the encounter, while naval assets continued to track the Russian frigate’s passage.

The English Channel is among the world’s busiest maritime corridors, carrying commercial shipping, ferries, fishing vessels and leisure craft through a narrow stretch between Britain and continental Europe. The presence of a heavily armed frigate in such waters increases the chance that ordinary navigation errors, equipment failures or poor visibility can develop into politically sensitive incidents.

Admiral Grigorovich is a 125-metre frigate equipped with a naval gun, missile systems and a helicopter deck. Its operations near western Europe have drawn attention because Russian naval deployments have increasingly intersected with sanctions enforcement, undersea infrastructure protection and NATO maritime surveillance since the invasion of Ukraine.

The episode followed a separate UK operation involving a tanker suspected of being part of Russia’s shadow fleet, the network of vessels used to move oil while avoiding western restrictions. British officials said there was no evidence linking that operation to the warning shots near Bright Future, but the timing added to the atmosphere of mistrust between London and Moscow.

Opposition figures and defence specialists used the incident to press for stronger maritime readiness, arguing that Russian naval activity around UK waters should be treated as a sustained challenge rather than a sequence of isolated encounters. Government ministers have already committed to higher defence spending and expanded surveillance of critical infrastructure, including pipelines, cables and offshore energy assets.

For sailors, the case underlined the practical hazards of encountering military vessels in busy waters. Standard maritime practice requires vessels to maintain safe distances, monitor radio channels and respond promptly to sound signals, but language barriers, fog, radio silence and uncertainty over a warship’s intentions can complicate decisions in minutes.

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The Santa Clara-based chipmaker priced the investment-grade deal on June 15 after initially targeting at least $20 billion. Orders reached about $85 billion, allowing the company to expand the transaction while keeping borrowing spreads tight. The sale marked Nvidia’s first return to the corporate bond market since 2021, when it raised $5 billion.

The offering was structured across seven tranches, with maturities running from 2028 to 2056. The longest-dated securities put investors behind Nvidia’s AI strategy for three decades, a notable vote of confidence in a company whose processors have become central to training and running advanced machine-learning systems. Goldman Sachs, JPMorgan and Morgan Stanley led the transaction.

The proceeds are earmarked for general corporate purposes, including the repayment and refinancing of outstanding notes. That makes the deal less a distress-driven funding exercise than a move to deepen liquidity, establish a larger credit benchmark and give Nvidia greater balance-sheet flexibility as the AI industry enters a more capital-intensive phase.

Nvidia already has considerable financial strength. Revenue for the quarter ended April 26 reached $81.6 billion, up 85 per cent from a year earlier, while data-centre revenue climbed to $75.2 billion. Gross margin stood at 74.9 per cent, reflecting the company’s pricing power and the rapid shift of computing budgets towards accelerated processing.

The company held $50.3 billion in cash, cash equivalents and marketable debt securities at the end of the quarter, along with $30.2 billion in marketable equity securities. It had $8.5 billion of senior notes outstanding before the new deal and no borrowings under a $25 billion commercial paper programme. The new bonds will substantially increase its debt load but still leave leverage modest relative to earnings and cash generation.

The timing points to a broader change in technology finance. The AI boom is moving from a software-led story into a heavy infrastructure cycle requiring chips, networking equipment, electricity, cooling systems, cloud capacity and long-term supply agreements. Nvidia is not spending on hyperscale data centres in the same way as its largest customers, but it is investing heavily in product roadmaps, engineering capacity, supply commitments and strategic stakes across the AI ecosystem.

That spending backdrop has made corporate debt a more attractive tool for even the richest technology groups. Borrowing allows companies to preserve cash, refinance older obligations and avoid issuing equity after large share-price gains. Nvidia’s shares rose more than 3 per cent on the day of the bond pricing, suggesting equity investors viewed the transaction as a sign of confidence rather than balance-sheet strain.

The company’s annual product cadence is another factor behind the bond market’s appetite. Nvidia has shifted to releasing new AI chip families at a faster pace, with Blackwell systems driving demand and the Vera Rubin platform forming the next major architecture. Customers include cloud providers, AI laboratories, sovereign computing projects, enterprises and industrial users seeking higher-performance training and inference capacity.

The deal also reflects investors’ search for high-quality corporate paper at a time when US Treasury yields remain elevated and credit markets are absorbing large technology-sector issuance. Nvidia’s strong rating profile, dominant market position and expanding cash flow make its bonds attractive to insurers, pension funds and asset managers seeking long-duration exposure to the AI economy.

Risks remain significant. Nvidia’s filings point to export controls, China-related restrictions, supply-chain dependence and large purchase commitments as continuing pressures. The company has said it is effectively blocked from competing in China’s data-centre compute market under current rules, while shifting regulations could affect sales in other regions. Competition from custom chips designed by cloud companies and processors developed outside the United States could also test Nvidia’s margins over time.

The debt sale therefore lands at a pivotal moment: demand for Nvidia’s chips remains exceptionally strong, but the financing demands of AI are becoming too large to sit only on corporate cash flow. By locking in long-term funding out to 2056, Nvidia has given itself more room to manage refinancing, investment and strategic commitments while investors have taken a direct credit position on the durability of the AI buildout.

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The pipeline, launched on May 11 by the Abu Dhabi Investment Office and the Abu Dhabi Projects and Infrastructure Centre, covers 24 projects scheduled to be brought to market during 2026 and 2027. S&P Global Ratings said the plan marks a shift in the emirate’s established approach to infrastructure financing, broadening investor participation while transferring more project delivery risk to private partners.

The programme’s immediate significance lies not only in its size, but in the way it alters Abu Dhabi’s capital allocation strategy. Rather than relying mainly on direct public funding, the emirate is moving towards structured partnerships that allow sovereign resources to be preserved for other priorities, including economic diversification, energy infrastructure and resilience-linked investment.

Transport will account for the largest part of the pipeline, with 11 road and connectivity projects valued at about AED35 billion. These schemes cover more than 300 kilometres of new and upgraded roads, tunnels, intersections and corridor improvements. Officials have also indicated that road projects and education assets are among the first packages moving through advanced structuring, with an initial batch valued at around AED7 billion.

A further AED11 billion has been earmarked for five infrastructure projects covering dams, water storage, flood control systems, stormwater upgrades and urban landscaping. Eight social infrastructure projects, worth about AED9 billion, will include sports facilities, specialist healthcare assets, schools and university campuses, linking the PPP programme to the emirate’s long-term liveability and population growth agenda.

The latest assessment said Abu Dhabi’s objective is not simply to raise funding, but to widen the investor base behind infrastructure delivery. That approach reflects a broader shift across the Gulf, where governments are seeking to combine public balance sheets with institutional capital, sovereign investment platforms and specialist infrastructure operators to deliver large development pipelines without placing all construction, operational and financing risks on the state.

For Abu Dhabi, the move is strategic rather than defensive. The emirate retains one of the strongest sovereign positions globally, with S&P reaffirming its AA/A-1+ rating and stable outlook earlier this year. Its large government asset base, modest debt metrics and record of supporting strategic assets give it ample fiscal flexibility. The PPP push therefore signals a deliberate attempt to improve capital efficiency, sharpen procurement discipline and attract long-term investors into bankable projects.

The programme also comes as Abu Dhabi expands other infrastructure investment channels. A planned $30 billion platform involving L’IMAD, ADNOC, BlackRock’s Global Infrastructure Partners and Temasek is aimed at energy, transport, logistics, digital infrastructure, water and waste management assets across the Gulf, Central Asia and selected regional markets. Together, these initiatives show Abu Dhabi attempting to position itself as both a sponsor of domestic infrastructure and a regional hub for private infrastructure capital.

Risk transfer will be central to the programme’s credibility. Under PPP structures, private partners may assume defined responsibilities for design, construction, financing, operations and maintenance, while payments are often linked to performance over the life of the asset. If structured carefully, this can reduce cost overruns, improve delivery discipline and align contractors’ incentives with public-service outcomes.

The challenge will be scale. Abu Dhabi has already delivered around AED2.4 billion in PPP projects and has another AED25 billion in transactions launched in 2025 under structuring or procurement. Moving from that base to an AED55 billion pipeline across a wider range of sectors will test procurement capacity, contract design, risk allocation and investor confidence.

The emirate’s economic backdrop strengthens the case for the programme. Abu Dhabi’s real GDP reached AED325.7 billion in the third quarter of 2025, its highest quarterly value on record, while non-oil activity accounted for 54 per cent of total output. Over the first nine months of 2025, real GDP grew 5 per cent year on year, with the non-oil economy expanding 6.8 per cent.

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The transaction gives Mubadala a place alongside Equitix and Baltic Cable in Greenlink, the operator of a 504MW subsea electricity interconnector linking Great Britain and Ireland. The deal was announced on Tuesday and follows regulatory clearance in Europe for Mubadala, Equitix and Baltic Cable to hold joint control of the asset.

Greenlink is among the most strategic electricity links in the Irish Sea region. Running for about 190km between EirGrid’s Great Island substation in County Wexford and National Grid’s Pembroke substation in Pembrokeshire, Wales, the high-voltage direct current cable allows electricity to flow in either direction depending on supply, demand and price conditions in the two markets.

The interconnector’s nominal capacity is equivalent to the electricity needs of about 380,000 homes. Its entry into commercial operations in early 2025 added materially to Ireland’s electricity interconnection capacity, strengthening supply options at a time when renewable output is rising and power systems require faster balancing tools.

Mubadala said the investment reflected its focus on infrastructure assets that support more connected, efficient and resilient power systems. The move also extends its European energy infrastructure footprint at a time when institutional investors are directing more capital towards regulated or quasi-regulated networks, transmission assets and grid services linked to decarbonisation.

Greenlink has been designated a Project of Common Interest by the European Union, a status reserved for cross-border energy infrastructure considered important for market integration, supply security and climate objectives. Such projects are intended to support more integrated energy markets while improving the ability of countries to manage shocks, outages and variability in renewable generation.

Karim El Jazzar, Mubadala’s head of Europe and MENA infrastructure, said Greenlink represented infrastructure with “strategic relevance” and “sustainable economic value”. He said interconnectors were becoming more important as power markets evolved, particularly for cross-border electricity flows, renewable integration and grid stability.

Equitix chief investment officer Achal Bhuwania said the partnership brought together investors with infrastructure expertise and strengthened the Greenlink platform. He said the asset enhanced energy resilience, enabled cross-border connectivity and supported the shift towards a lower-carbon power system.

The deal follows Equitix and Baltic Cable’s acquisition of Greenlink from Partners Group, a transaction agreed in 2025 at an enterprise value of more than €1 billion. Partners Group had taken control of Greenlink in 2019, moved to full ownership in 2021, and oversaw the project through financing, construction and the start of operations.

Greenlink’s investment appeal lies partly in its regulatory framework. The asset is regulated by Ofgem in Great Britain and the Commission for Regulation of Utilities in Ireland under a cap-and-floor model, which sets upper and lower bounds on revenues. The structure gives investors long-term visibility while limiting excessive returns and offering protection against weak market revenue.

The cable also reflects a wider shift in European power infrastructure. As wind and solar generation expand, grids need stronger interconnection to move surplus electricity across borders, reduce curtailment and provide backup when local generation falls. Interconnectors can also help lower reliance on fossil-fuel generation during periods of tight supply, although their commercial performance depends on spreads between linked markets, availability and regulatory decisions.

For Ireland, Greenlink complements the East-West Interconnector, which was commissioned in 2012, and forms part of a broader strategy to increase links with Great Britain and continental Europe. The planned Celtic Interconnector with France is expected to strengthen direct access to mainland European power markets, while further potential links are being assessed as renewable generation grows.

For Great Britain, additional interconnection supports the government’s clean power ambitions by allowing more efficient electricity trading with neighbouring markets. The cable’s ability to move power both ways is particularly relevant during periods of high wind output, system stress or price volatility.

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