Du Pay has signed a strategic memorandum of understanding with GCash to enable near-instant wallet-to-wallet remittances from the UAE to the Philippines, giving overseas Filipino workers a faster route to send money home and access exclusive rewards tied to digital transfers.

The partnership connects du Pay’s mobile wallet in the UAE with GCash accounts in the Philippines, allowing funds sent through the du Pay app to land directly in recipients’ wallets within minutes. The service is aimed at Filipino residents who regularly remit part of their income to families for household expenses, education, healthcare, utility payments and daily purchases.

The collaboration brings together two telecom-linked fintech platforms. Du Pay operates as the digital financial services arm of du, while GCash is operated by Mynt, the financial technology company behind the Philippines’ largest mobile wallet ecosystem. Both companies are seeking to deepen their role in cross-border payments as migrant workers increasingly move away from cash counters and bank-led transfers towards mobile-first financial services.

Under the arrangement, du Pay users can send money from their wallet to a GCash wallet in the Philippines without requiring the recipient to visit a bank branch or remittance outlet. Once credited, the funds can be used immediately inside the GCash ecosystem for bills, mobile top-ups, merchant payments, online purchases, transfers and other everyday transactions.

The tie-up is designed to reduce friction in one of the Gulf’s most active remittance corridors. The UAE hosts a large Filipino community, with workers employed across hospitality, healthcare, retail, domestic services, aviation, logistics and professional sectors. For many households in the Philippines, remittances are not occasional support but a monthly financial lifeline.

Cash remittances from overseas Filipino workers reached $35.63 billion in 2025, up 3.3 per cent from $34.49 billion a year earlier. Personal remittances stood at $39.62 billion, underlining the scale of income transfers that support consumption, school fees, medical costs, housing and small businesses across the Philippines. Transfers from the UAE accounted for more than $1.5 billion in 2024, making the country one of the important sources of funds for Filipino families.

The new service also reflects growing competition among UAE-based remittance providers. Banks, exchange houses and app-based platforms have all been expanding digital offerings, with speed, pricing, transparency and ease of use becoming key differentiators. For lower- and middle-income workers, even small savings in fees and foreign exchange spreads can matter over repeated monthly transfers.

Du Pay’s pitch centres on mobile convenience. The app allows users to register with their mobile number and Emirates ID, add money through card payments, bank transfers or payment machines, and use the wallet for international transfers, local peer-to-peer payments, bill payments and mobile recharges. The GCash link adds a direct destination for Filipino users already familiar with wallet-based money management at home.

GCash’s scale gives the partnership additional reach. The platform serves tens of millions of users in the Philippines and is accepted across a wide merchant network that includes retailers, billers, online sellers and service providers. Its parent company has become one of Southeast Asia’s most closely watched fintech businesses, helped by the growth of digital payments and broader access to savings, credit, insurance and investment products.

The rewards element is expected to support early adoption. Promotional incentives on remittances are common in the UAE market, where providers use fee discounts, data offers, cashbacks and prize campaigns to retain customers. For du Pay and GCash, rewards could help shift users who still rely on exchange counters or informal channels into regulated digital rails.

The partnership also fits a broader policy push towards financial inclusion and safer cross-border payments. Digital wallet transfers can improve traceability, reduce reliance on cash handling and shorten settlement times. However, the shift also places greater emphasis on consumer protection, identity verification, cybersecurity and clear disclosure of fees and exchange rates.

ADNEC Group delivered AED9.2 billion in economic impact in 2025, marking its strongest annual performance and strengthening Abu Dhabi’s position as a regional centre for exhibitions, conferences, hospitality and business tourism.

The figure represented an 8 per cent rise from AED8.5 billion in 2024, supported by higher event activity, stronger visitor flows and deeper integration across venues, events, services, catering, tourism and media. The group, a Modon company, also generated 2.17 million hotel room nights through its business and leisure tourism operations, underlining the growing role of major events in filling hotels, supporting aviation demand and widening the emirate’s non-oil economy.

The performance places ADNEC at the centre of Abu Dhabi’s wider tourism strategy, which aims to raise visitor numbers to 39.3 million and increase tourism’s contribution to GDP to AED90 billion by 2030. The strategy also targets 178,000 new jobs across the tourism ecosystem, making events infrastructure a key lever in the emirate’s diversification agenda.

ADNEC’s 2025 results reflect the increasing value of integrated destination platforms. Rather than operating as a stand-alone venue business, the group has built a model that links exhibition halls, event ownership, catering, travel services, media production and hospitality-linked services. That structure allows major gatherings to create wider economic spillovers, from hotel stays and transport demand to business services, retail activity and food supply chains.

ADNEC Centre Abu Dhabi remained the group’s flagship asset and one of the region’s most active exhibition venues. The centre has more than 153,000 square metres of event space and has become a preferred site for international conferences, trade shows and large-scale government and private-sector gatherings. Its 2025 calendar included events that expanded Abu Dhabi’s profile beyond energy and defence into conservation, culture, travel, food, technology and professional services.

The venue accounted for a major share of conferences and exhibitions held for the first time in the UAE and the Middle East, indicating that Abu Dhabi is attracting event organisers looking for new regional platforms. Among the high-profile gatherings was the IUCN World Conservation Congress, held in the Middle East and North Africa for the first time, drawing about 10,000 attendees. ADIPEC also reached a new scale at the venue, with 70,000 visitors recorded on a single day during its largest edition.

The results point to a wider shift in the Gulf events market. Cities across the region are competing to capture conferences, exhibitions, entertainment gatherings and corporate travel as they seek to reduce dependence on hydrocarbons and build recurring service-sector revenue. Abu Dhabi’s advantage lies in its combination of government-backed infrastructure, airline connectivity, hotel capacity and a growing portfolio of cultural and leisure attractions.

Modon’s ownership structure has also given ADNEC access to a broader platform spanning real estate, hospitality, events and tourism. That alignment is important as destination development increasingly depends on the ability to offer venues, accommodation, leisure options and visitor services as a connected package. For international organisers, such integration can reduce execution risk and improve the commercial case for bringing events to Abu Dhabi.

The group’s six business clusters also give it resilience against fluctuations in any single segment. Catering and services support the core venue business, while tourism operations help convert event attendance into longer stays and wider visitor spending. Media capabilities add another layer, allowing content, broadcasting and event communication to sit within the same operating network.

Still, the expansion comes with challenges. The regional events market is becoming more crowded, with Saudi Arabia, Qatar and Dubai investing heavily in convention facilities, sports events, entertainment districts and international exhibitions. Organisers are likely to compare destinations on cost, visa access, air links, hotel pricing, sustainability credentials and audience reach. Abu Dhabi will need to keep improving its event pipeline and visitor experience to maintain momentum.

Sustainability is also becoming a larger consideration for global event owners. Large conferences generate transport emissions, waste and pressure on local infrastructure. Abu Dhabi’s ability to attract conservation, technology and future-economy gatherings will increasingly depend on credible environmental practices, efficient venue operations and transparent reporting of event impacts.

DMCC has launched a dedicated cybersecurity vertical as part of a wider restructuring of its technology ecosystem, bringing more than 4,000 technology companies under the newly formalised DMCC Tech platform.

The new unit, DMCC Cyber, is designed to support businesses working across cyber resilience, digital trust, data protection, identity management, and governance, risk and compliance. It will sit alongside the DMCC AI Centre, DMCC Crypto Centre and DMCC Gaming Centre, with DMCC Quantum expected to follow as the business district deepens its focus on frontier technologies.

The move reflects the rapid expansion of technology activity inside DMCC, where the sector has become the largest and fastest-growing business segment. More than 200 cybersecurity companies are already part of the district, giving the new vertical an immediate base of specialist firms serving enterprise, government, financial services, Web3, artificial intelligence, gaming and cloud-driven markets.

Ahmed Bin Sulayem, Executive Chairman and Chief Executive Officer of DMCC, said technology had become the largest and fastest-growing sector in the district, reflecting Dubai’s position as a leading destination for innovation and high-growth businesses. He said DMCC Tech would bring specialist communities together under one ecosystem, while DMCC Cyber would address the growing importance of cybersecurity in an increasingly digital world.

The launch comes as Dubai intensifies efforts to position itself as a global centre for digital business under the D33 economic agenda, which aims to double the emirate’s economy by 2033 and place it among the world’s top urban economies. The strategy has placed emphasis on investment, advanced technologies, foreign direct investment, digital infrastructure and high-value company formation.

Cybersecurity has become a core requirement for that growth. Financial institutions, logistics operators, digital asset platforms, cloud providers, retailers and government-linked entities are handling larger volumes of sensitive data while connecting more services to online platforms. That has created demand for specialist firms able to protect networks, verify identity, secure data flows and help companies meet tougher regulatory expectations.

The UAE cybersecurity market is projected to expand strongly over the next five years, supported by rising cloud adoption, artificial intelligence deployment, 5G networks, digital payments and stronger data protection requirements. Market estimates place annual growth in the low double digits, with spending increasingly shifting from basic perimeter defence to managed detection, zero-trust architecture, incident response, compliance automation and AI-enabled threat intelligence.

The threat environment has also become more complex. Organised cyberattacks targeting digital infrastructure and critical sectors have included attempted network breaches, ransomware activity and phishing campaigns. Artificial intelligence is being used by attackers to speed up reconnaissance, craft more convincing fraud attempts and identify vulnerable systems more quickly. These trends have raised demand for companies that combine technology, legal compliance, risk management and operational resilience.

DMCC Cyber gives the district a clearer structure for that demand. Rather than treating cybersecurity as a subcategory within general technology licensing, the new vertical provides a dedicated community for firms working on protection, verification and trust. It is expected to help companies meet potential clients, investors, regulators and ecosystem partners, while creating a more visible cluster for international cybersecurity businesses considering Dubai as a regional base.

The platform also complements DMCC’s existing technology communities. The Crypto Centre has attracted blockchain and digital asset firms that require custody, wallet security, smart-contract auditing and compliance tools. The AI Centre serves companies building data-heavy systems that need secure model governance, privacy controls and protected infrastructure. Gaming companies require protection against fraud, account theft, payment abuse and distributed denial-of-service attacks. Cybersecurity therefore cuts across each of these verticals rather than standing apart from them.

DMCC’s wider business district is one of Dubai’s largest company formation hubs, with nearly 27,000 companies across commodities, trade, technology and services. Its model combines licensing, workspace, industry events, specialist centres and access to partners. For technology companies, that structure offers a route to regional expansion while giving Dubai a deeper pool of firms in high-growth digital segments.

The formal establishment of DMCC Tech is significant because it creates a single umbrella for several sectors that had been expanding through individual communities. It allows the district to present a broader technology proposition to investors and entrepreneurs, covering crypto, AI, gaming, cybersecurity and future quantum-related activity. It also aligns with the global shift toward ecosystems in which technology firms, investors, regulators and service providers operate in close proximity.

BARQ Systems has formed a regional partnership with ServiceNow to speed up digital transformation and enterprise automation across the Middle East and North Africa, targeting organisations that are moving from isolated technology upgrades to AI-enabled operating models.

The collaboration is designed to help enterprises use the ServiceNow AI Platform to convert complex workflows into automated, data-led processes across IT, customer service, human resources and wider business operations. The companies are positioning the alliance around demand for intelligent automation, as organisations in the region seek to reduce manual processes, improve service delivery and bring AI into core enterprise functions.

BARQ Systems, a regional technology solutions provider focused on automation, data, AI, cybersecurity, cloud services and managed services, will work with ServiceNow to integrate data from existing enterprise applications into unified workflows. The aim is to enable AI agents to act on real-time business information, rather than operate as standalone chat tools with limited access to operational systems.

Mahmoud Soliman, CEO and founder of BARQ Systems, said the partnership would allow clients to turn data into action and accelerate their digital plans. He said MENA enterprises were looking to apply AI “where it matters most”, a signal that the company sees immediate demand in functional areas where delays, duplication and fragmented processes remain common.

ServiceNow’s role in the alliance gives BARQ Systems access to a platform widely used by large enterprises to manage workflows across technology, employee services, customer operations and risk functions. The company has been promoting its AI platform as a control layer for business reinvention, with a growing focus on AI agents that can carry out work across departments under defined governance structures.

The partnership comes as the MENA technology market continues to expand on the back of public-sector digitisation programmes, financial services modernisation, cloud migration and demand for stronger cyber resilience. IT spending in the region is projected to reach about $169 billion in 2026, while software spending is expected to rise to about $20.4 billion, supported by enterprise adoption of generative AI and automation tools.

For BARQ Systems, the ServiceNow tie-up strengthens its position in a crowded market where systems integrators, cloud partners and automation specialists are competing for government and enterprise mandates. The company’s own service portfolio covers intelligent process automation, decision frameworks, AI-powered automation, robotic process automation, chatbots, predictive analytics, computer vision and generative AI applications.

The immediate business opportunity lies in helping organisations connect legacy platforms, cloud applications and departmental systems without forcing a full replacement of existing technology. That integration challenge is particularly important in banks, telecoms companies, public agencies, healthcare groups and large conglomerates, where technology estates often span multiple vendors and long-running internal platforms.

ServiceNow has been expanding its AI capabilities as enterprise software companies face pressure to show that generative AI can deliver measurable productivity gains. The company reported subscription revenue of $3.671 billion for the first quarter of 2026, up 22 per cent from a year earlier, while remaining performance obligations stood at $27.7 billion, indicating strong forward contracted demand.

Its Now Assist customer base has also expanded, with customers spending more than $1 million in annual contract value growing by more than 130 per cent year on year. That momentum has helped ServiceNow present AI as an extension of workflow management, rather than a separate software layer competing with existing enterprise systems.

The partnership also reflects a broader shift in the region’s digital transformation market. Earlier waves of transformation focused on cloud adoption, customer portals and back-office digitisation. The current phase is increasingly centred on AI orchestration, process mining, workflow automation and secure data integration, as organisations seek systems that can make decisions, recommend action and complete tasks under human oversight.

However, adoption risks remain. Enterprises are under pressure to demonstrate clear returns from AI spending, while regulators and boards are paying closer attention to data protection, auditability and model governance. Large-scale automation projects can also face resistance if employees see AI agents as a threat to roles rather than a tool to remove repetitive work.

The UAE has emerged as the GCC’s busiest confirmed construction market, with 700 execution-ready projects valued at $138 billion, underscoring the country’s shift from post-boom recovery to a broader phase of active development across real estate, energy, infrastructure and specialised industrial assets.

Saudi Arabia ranks close behind by project count, with 628 confirmed schemes, though its pipeline is larger in value terms at $168 billion. Oman forms a smaller second tier with 85 projects worth $19 billion, highlighting the gap between the two dominant Gulf markets and the rest of the region’s construction cycle.

The figures point to a market where the UAE leads in confirmed demand, while Saudi Arabia continues to command larger average project values because of the scale of Vision 2030-linked developments, giga-projects and transport, tourism and urban schemes. The distinction is important for contractors, consultants and suppliers: the UAE offers a broader spread of near-term opportunities, while Saudi Arabia provides fewer but larger packages in many segments.

Abu Dhabi’s construction sector is also moving into a higher-value phase, supported by stronger private-sector participation, advanced delivery models and deeper local capability across the construction value chain. By February 2026, the emirate had more than 38,600 active construction licences. New business registrations in the sector rose 66 per cent year on year in 2025, while active construction memberships increased 24.8 per cent. From 2019 to 2025, new construction memberships grew at a compound annual rate of nearly 28 per cent.

The UAE pipeline reflects a wider change in the Gulf building market. Developers and public entities are placing greater emphasis on certainty of delivery, prefabrication, low-carbon materials, digital project controls and integrated mechanical, electrical and plumbing systems. The sector is moving away from a model driven mainly by scale and speed, towards one where quality, efficiency and lifecycle performance carry more weight in procurement decisions.

Abu Dhabi is positioned strongly in this transition because of its industrial base, logistics links and demand from energy, utilities, advanced manufacturing and data-centre projects. The emirate’s construction ecosystem now spans upstream materials such as clay and limestone, midstream products including ductwork and valves, and downstream systems such as switchgear, distribution boards and backup power solutions. That range gives local firms a stronger role in projects that require engineered, ready-to-install systems rather than basic building inputs.

Private-sector depth is becoming a central feature of the market. A balanced mix of local contractors, specialist suppliers and international players is helping the UAE compete for more complex projects, including industrial facilities, transport-linked developments and high-specification commercial assets. Faster digital permitting, standardised government contracting and industrial land incentives are also helping create a more predictable construction environment.

Saudi Arabia remains the region’s most powerful construction story by capital allocation. Its pipeline is anchored by urban transformation, tourism, housing, transport and industrial investment. Projects linked to Riyadh’s expansion, the Red Sea coast, Qiddiya, Diriyah and NEOM continue to shape demand for contractors and building-material suppliers. The value of the kingdom’s confirmed pipeline also shows that project scale, rather than project count alone, will remain a decisive measure of regional opportunity.

The GCC construction market as a whole is benefiting from public investment programmes, economic diversification strategies and private capital entering infrastructure and social-development projects. Residential construction continues to account for a large share of activity, while infrastructure, utilities, energy transition facilities and industrial assets are gaining momentum. Public spending remains a stabilising force, but private finance is taking a larger role through concessions, public-private partnerships and availability-payment structures.

Cost pressure remains a key risk. Contractors across the region face tight labour markets, fluctuating steel and cement costs, shipping exposure and stronger sustainability requirements. Developers are responding by locking in supply contracts earlier, using modular construction where suitable and adopting digital tools to reduce rework and delays. These changes are likely to favour companies with stronger balance sheets, supply-chain control and technical capability.

Mastercard has joined a consortium of more than 140 companies backing Open USD, a new dollar-pegged stablecoin designed to lower the cost of business payments and widen corporate use of blockchain-based settlement.

The initiative, run by Open Standard, brings together payment networks, banks, technology companies, crypto platforms and asset managers in an attempt to create a shared stablecoin infrastructure rather than a token controlled by a single issuer. Open USD, expected to go live later this year under the ticker OUSD, is being positioned as a business-focused digital dollar for payments, treasury movement and settlement.

The launch places Mastercard alongside Visa, Coinbase, Stripe, BlackRock, Google, BNY, Standard Chartered, Ripple, Shopify and other participants in one of the broadest institutional efforts yet to challenge the dominance of established dollar stablecoins such as Tether’s USDT and Circle’s USDC. The project’s central proposition is that companies using the token should share in the economics of the reserves backing it, rather than leaving most of that income with the issuer.

Open USD will be backed by dollar-denominated reserves and designed for minting and redemption by businesses without fees or volume caps. Reserve earnings, after a management fee for operating costs, are expected to be distributed among participating partners. That structure marks a significant departure from the model that has helped existing stablecoin issuers build large revenue streams from interest earned on Treasury bills and other cash-equivalent assets.

Mastercard’s participation fits into a broader strategy to support multiple forms of regulated digital money across its payments network. The company has been adding stablecoin settlement capabilities and has already moved to support tokens including USDC, PYUSD, USDG, USDP, RLUSD and SoFiUSD across supported blockchain networks such as Ethereum, Solana, Base, Polygon, Arbitrum, Canton, Tempo and XRPL. Earlier this year, Mastercard agreed to buy stablecoin infrastructure firm BVNK in a deal valued at up to $1.8 billion, underlining its push into blockchain-based money movement.

For payment networks, stablecoins are no longer being treated solely as crypto-market instruments. They are increasingly viewed as rails for cross-border transfers, merchant settlement, supplier payments, remittances and payouts, especially in markets where banking corridors remain slow, expensive or fragmented. The appeal for businesses lies in faster settlement, longer operating hours, lower intermediary costs and programmability.

The competitive implications are substantial. Tether and Circle dominate the stablecoin market, which has grown into a sector worth hundreds of billions of dollars. Their tokens are widely used for trading, liquidity management and transfers across crypto exchanges, but mainstream commercial adoption remains limited. Open Standard’s backers are betting that a neutral, lower-cost and partner-governed model can persuade businesses to use stablecoins beyond exchange activity.

The timing is also important. The passage of the GENIUS Act in the United States last year created the first federal framework for payment stablecoins, setting clearer rules on reserves, issuer standards and oversight. That regulatory shift has encouraged banks, payment processors and fintech companies to move more assertively into tokenised money, while also raising the bar for compliance, transparency and risk management.

Open Standard founding chief executive Zach Abrams has described the project as a response to the barriers companies face when trying to use stablecoins at scale. Existing products have gained liquidity and market trust, but large corporate users often want lower costs, greater throughput, broader access and more influence over product governance.

The involvement of Coinbase adds a notable layer to the project because of its long association with USDC. Coinbase has continued to support USDC while joining Open Standard, reflecting the likelihood that the stablecoin market will become multi-issuer and multi-network rather than being dominated by one model. Ripple’s participation is also noteworthy because it has its own dollar stablecoin, RLUSD, and a long-standing focus on cross-border settlement.

For Mastercard, the move is not a replacement for cards or bank payments. It is part of a strategy to make the network relevant across different settlement rails. The company’s digital asset work has increasingly focused on interoperability, identity, compliance, wallet connectivity and on-and-off ramp services that can link traditional finance to blockchain infrastructure.

Abu Dhabi’s e& Carrier & Wholesale Services has signed a strategic partnership with Lenovo Connect to deliver global connectivity for electric vehicles, connected cars and industrial IoT systems, strengthening its push into cross-border digital infrastructure as mobility platforms demand faster, safer and more compliant data services.

The agreement brings together e&’s international network reach, 5G capabilities and regulatory experience with Lenovo Connect’s IoT service platform and connected-device expertise. The companies aim to support automotive manufacturers, mobility providers and enterprise customers deploying vehicles and connected assets across the GCC and international markets.

The partnership is designed to address one of the most difficult problems in connected mobility: keeping vehicles, fleet platforms and IoT devices reliably connected as they move across borders and regulatory jurisdictions. For electric vehicles and software-defined cars, connectivity is no longer limited to navigation or entertainment. It underpins battery diagnostics, over-the-air software updates, driver assistance systems, usage-based insurance, predictive maintenance, emergency response and fleet optimisation.

Nabil Baccouche, group chief carrier and wholesale officer at e&, said the tie-up reflected the company’s commitment to advancing connected mobility and IoT innovation worldwide. He said combining Lenovo Connect’s technology leadership with e&’s network reach and connectivity capabilities would allow businesses to scale connected services with greater confidence across international markets.

Charlie Zhao, chief growth officer of Lenovo Connect, said demand for connected mobility and IoT services was making reliable global connectivity increasingly critical. He said the partnership would allow customers to access seamless, secure and scalable connectivity solutions that support innovation, operational efficiency and future growth.

The deal comes as telecom operators, cloud platforms, carmakers and specialist IoT providers compete for a larger share of the connected-vehicle value chain. The enterprise IoT market expanded 13% in 2025 to about $324 billion, with 21.1 billion connected IoT devices in use worldwide by the end of the year. Industry projections point to further growth in 2026 as artificial intelligence, automation and remote asset management become embedded in transport, logistics, manufacturing and utilities.

Automotive IoT is one of the most attractive segments within that market. Connected vehicle sales are projected to rise steadily over the next decade, while revenue from connectivity modules, infotainment head units, telematics and software-linked services is expected to grow as vehicles become more data-intensive. Electric vehicle adoption is adding another layer of demand, because charging behaviour, battery health, range management and energy-network interaction all depend on reliable data links.

For e&, the agreement strengthens its wholesale strategy beyond traditional voice and roaming services. The group has been reshaping its business around digital infrastructure, enterprise technology, cloud, cybersecurity, artificial intelligence and international connectivity. Carrier and wholesale services have become more important as global companies seek a single connectivity partner able to manage compliance, coverage, routing and service quality across multiple markets.

Lenovo Connect, established in 2015 as part of Lenovo Capital and Incubator Group, focuses on smart IoT services by bringing together network operators, device manufacturers, platform developers, system integrators and service providers. Its model is built around combining IoT, cloud, big data, artificial intelligence and global service capabilities for businesses that want to deploy connected products without building all the infrastructure themselves.

The partnership also reflects a broader shift from hardware-led automotive technology to service-led mobility platforms. Carmakers are increasingly selling digital services after the vehicle leaves the showroom, including subscription-based navigation, safety tools, remote diagnostics and personalised in-car features. These services require connectivity that can work across regions, support high device volumes and meet stricter cybersecurity and data-handling rules.

The GCC is likely to be a key proving ground for such services. Governments across the region are investing in smart transport, digital roads, urban mobility platforms and electric vehicle infrastructure. Saudi Arabia and the UAE are also trying to attract advanced manufacturing, logistics technology and autonomous mobility testing, creating demand for telecom-grade IoT connectivity that can support vehicles, chargers, sensors and fleet systems.

The challenge for service providers will be execution. Connected vehicles generate large volumes of sensitive data, including location, driving behaviour, vehicle performance and user preferences. This makes cybersecurity, lawful data transfer, privacy compliance and service resilience central to commercial adoption. Automakers and fleet operators also need predictable pricing and reliable service-level agreements, especially when vehicles travel across countries with different telecom rules.

Abu Dhabi has launched a maritime investment guide aimed at drawing global companies, entrepreneurs and specialist service providers into the emirate’s expanding ports, logistics and shipping ecosystem.

The guide, titled Abu Dhabi’s Compass for Maritime Businesses: Your Gateway to Global Opportunity, has been introduced by Maritime Hub Abu Dhabi, the sector collaboration platform operated by Abu Dhabi Maritime and led by the Integrated Transport Centre, known as Abu Dhabi Mobility. The initiative is designed to help international maritime businesses assess the emirate’s regulatory environment, infrastructure, commercial networks and lifestyle advantages before setting up operations.

Captain Saif Al Mheiri, CEO of Abu Dhabi Maritime and Group Chief Sustainability and Risk Officer at AD Ports Group, said the launch marked a significant step in strengthening the competitiveness of Abu Dhabi’s maritime sector. He said the guide was intended to attract companies and entrepreneurs from around the world and reinforce Abu Dhabi’s standing as a leading global maritime hub.

Al Mheiri said the Abu Dhabi Maritime Centre, working with the Integrated Transport Centre, had developed the guide to introduce investors to promising opportunities across the emirate’s maritime economy. He said it would encourage businesses to join Abu Dhabi’s maritime community by giving them clearer access to data-supported insights, market contacts and the wider network of maritime leaders, experts and researchers active through Maritime Hub Abu Dhabi.

The publication presents Abu Dhabi as a trade and logistics base at the intersection of major shipping lanes linking Asia, Africa, Europe and the wider Gulf. Its release comes as the emirate continues to position maritime investment as a pillar of economic diversification, alongside aviation, industry, clean energy, advanced manufacturing and financial services.

The guide sets out the main components of the local maritime ecosystem, including ports, terminals, free zones, logistics assets, vessel services, shipping operations, marine leisure facilities, technology platforms and sustainability initiatives. It also provides information on the business environment, institutional stakeholders and the practical steps available to companies seeking to establish a presence in the emirate.

Dr Abdulla Hamad AlGhfeli, Acting Director General of the Integrated Transport Centre, said the guide supported the UAE’s economic vision by presenting Abu Dhabi’s maritime sector as an attractive and competitive opportunity for global business leaders. He said Maritime Hub Abu Dhabi would continue to promote the emirate as a resilient, sustainable and future-ready maritime centre.

The launch is closely tied to the growth of AD Ports Group, which has become one of the central players in Abu Dhabi’s trade strategy. The group operates across five main clusters covering digital services, economic cities and free zones, logistics, maritime and shipping, and ports. Its ports cluster owns and operates 27 ports and terminals, while its wider platform connects industrial zones, shipping services, warehousing, freight forwarding and digital trade systems.

AD Ports Group’s first-quarter performance this year underscored the scale of activity behind Abu Dhabi’s maritime push. Revenue rose 25 per cent year on year to AED5.75 billion, while net profit increased 41 per cent to AED653 million. Maritime and shipping operations were among the stronger contributors, helped by container feeder services, tankers, drydocking and fleet expansion.

Container feeder shipping volumes reached 871,000 TEUs in the first quarter, up 20 per cent from a year earlier. The group’s bulk, multipurpose and roll-on/roll-off vessel fleet expanded to 63 ships from 41 during the same period a year before. These figures have given Abu Dhabi additional leverage in marketing itself to international companies seeking a regional base with port capacity, logistics depth and access to industrial customers.

Abu Dhabi’s wider offer also includes Khalifa Port, KEZAD and a growing network of logistics corridors. KEZAD has continued to attract industrial land leases, manufacturing investments and warehousing demand, strengthening the link between maritime services and downstream industrial activity. The emirate has also used rail, road and alternative port connections to reinforce supply chain resilience during periods of regional disruption.

The guide appears aimed at reducing one of the common barriers facing foreign maritime companies entering new markets: fragmented information. By consolidating contacts, sector data and business environment details, officials are seeking to make the entry process clearer for ship operators, marine technology firms, port services companies, logistics providers, financiers, insurers and maritime start-ups.

SolitAir has launched its first flight to Sofia, Bulgaria, opening the Dubai-based cargo carrier’s first operational route into Europe and extending its network beyond the Global South as it seeks a larger role in time-sensitive regional freight.

The service marks a new phase for the airport-to-airport cargo airline, which is based at Dubai World Central and has built its early network around underserved trade lanes across the Middle East, Africa, the GCC, the CIS region, China and the subcontinent. Sofia gives the carrier a foothold in south-eastern Europe, a region positioned between the European Union, the Balkans, the Black Sea and Middle Eastern trade corridors.

The move follows SolitAir’s Air Cargo or Mail Carrier operating into the Union from a Third Country Airport designation, known as ACC3, secured from the Belgian Civil Aviation Authority. The approval authorises the carrier to transport secure cargo and mail into the European Union from approved non-EU airports, subject to EU aviation security requirements. The designation took effect on March 19, 2026, and provides the regulatory basis for SolitAir to open EU-bound cargo services from Dubai World Central.

ACC3 clearance is a key requirement for carriers carrying cargo or mail into the EU from outside the bloc. It requires operators to demonstrate that cargo is screened to EU standards or comes through a validated secure supply chain. For SolitAir, the approval removes a major regulatory barrier to European expansion and strengthens its ability to serve freight forwarders handling pharmaceuticals, perishables, e-commerce shipments, hazardous materials and high-value cargo.

Sofia has been selected not merely as a destination but as a strategic entry point. Bulgaria’s capital airport serves the country’s main aviation gateway and connects with major European hubs, while the country’s location gives cargo operators access to road and air links into the Balkans, Turkey, central Europe and Black Sea markets. For a narrow-body freighter operator, that geography fits a model built around shorter sectors, fast turnarounds and regional distribution rather than long-haul trunk flying.

SolitAir operates Boeing 737-800 converted freighters, a platform suited to express and middle-mile cargo movements within a six-hour flying radius of Dubai. The aircraft type allows the carrier to serve markets where wide-body freighter capacity may be excessive, irregular or dependent on belly-hold space from passenger airlines. That model has gained relevance as e-commerce flows, pharmaceutical shipments and supply-chain diversification increase demand for dedicated narrow-body freighter services.

The airline was founded in 2024 by Hamdi Osman, a logistics executive who previously held senior FedEx Express responsibilities across Europe, the Middle East, the subcontinent and Africa. Since its first scheduled flight to Riyadh, SolitAir has expanded quickly to about 30 routes and has set out plans to connect more than 50 cities in its first phase of growth. Its fleet plan targets 20 aircraft by 2027, up from seven Boeing 737-800 BCF freighters expected after the latest leased aircraft deliveries.

The Sofia launch comes as global air cargo demand continues to grow despite geopolitical disruption, high operating costs and uneven capacity recovery. Global cargo demand rose 6 per cent year on year in May 2026, while international demand increased 6.5 per cent. Capacity grew at a slower pace, leaving dedicated freighter operators well placed on routes where shippers require reliability and where passenger schedules do not provide sufficient cargo lift.

European trade lanes have also become more competitive as shippers rebalance supply chains after Red Sea disruption, tariff uncertainty and changing manufacturing flows. Air cargo operators in Dubai have benefited from the emirate’s position as a sea-air and air-air transhipment hub, particularly for goods moving between Asia, Africa, Europe and the Gulf. A direct link into Sofia gives SolitAir a route that can support both EU-bound consignments and onward regional distribution.

The carrier’s base at Dubai World Central is central to that strategy. DWC has been developed as a major logistics and aviation hub, with cargo operators using its space, road connectivity and proximity to Jebel Ali to link maritime and air freight networks. SolitAir’s 220,000-square-foot logistics facility at the airport supports its focus on specialised cargo handling, including temperature-sensitive and regulated shipments.

Dubai’s property boom is giving way to a more measured investment cycle as buyers shift attention from quick capital gains to developer strength, delivery quality and long-term asset performance.

A new investor confidence survey points to a market that remains broadly optimistic about Dubai’s prospects but less willing to chase rapid price appreciation after a long rally. The findings suggest that investors are no longer treating the emirate as a one-way momentum trade. Instead, they are weighing geopolitical risk, liquidity, infrastructure capacity and construction execution before committing fresh capital.

The survey, carried out in April and May among investors, homeowners, family offices and institutional buyers with Dubai property holdings ranging from AED5 million to more than AED100 million, found a clear split between short-term caution and longer-term confidence. Forty-six per cent of respondents expect prices to stabilise over the next 12 months, 36 per cent expect a decline and only 18 per cent anticipate further gains. Over a three-year horizon, however, 60 per cent expect prices to rise, 31 per cent see stability and 9 per cent expect a fall.

The numbers capture a market moving from exuberance to selectivity. After years of sharp gains, investors are paying closer attention to fundamentals such as location depth, transport links, occupancy potential, service charges, developer reputation and the ability of projects to be delivered on time. Cash has also become more attractive as investors preserve flexibility while waiting for clearer signals on prices and regional stability.

Dubai’s underlying market remains substantial. Real estate transactions reached AED252 billion in the first quarter of 2026, up 31 per cent in value from a year earlier, while transaction volumes rose 6 per cent to 60,303. Real estate investments totalled AED173 billion across 57,744 transactions, with the investor base expanding to 48,448. New investors accounted for 29,312 participants, indicating that Dubai continues to draw capital despite a more cautious mood.

Foreign investment remained a key pillar, with investment value from overseas buyers reaching AED148.35 billion in the quarter, up 26 per cent. Luxury real estate also retained strong appeal, with investment in the segment reaching AED87.71 billion. The data underline why many market participants still view Dubai as a long-term capital destination, even as buying decisions become more disciplined.

The adjustment is most visible in transaction momentum and pricing expectations. Residential capital values softened in the spring, with the citywide index recording monthly declines in March, April and May. The pace of decline eased to 1.2 per cent in May after sharper falls earlier, while values still remained about 5 per cent higher than a year earlier. Ready-home sales volumes were down sharply from last year, signalling weaker liquidity in the secondary market and stronger negotiating power for buyers.

This does not point to a uniform downturn across all segments. Prime and ultra-prime properties continue to attract capital, particularly from buyers seeking wealth preservation, lifestyle security and international mobility. May still recorded 16 ready-home transactions above AED30 million, showing that high-value demand has not disappeared. But even in the upper tier, buyers are more price-sensitive and less willing to accept aggressive asking prices without clear scarcity or quality advantages.

Supply is another factor shaping sentiment. A wave of new homes scheduled for delivery through 2026 and beyond has raised questions about absorption, especially in communities with heavy off-plan pipelines. Analysts have warned that oversupply could put pressure on weaker locations and projects with less distinctive positioning. Established neighbourhoods, waterfront assets, well-connected communities and developments with credible delivery records are likely to fare better than speculative projects dependent on continuous price escalation.

Major developers are responding by emphasising scale, infrastructure and long-term urban planning. Emaar Properties has unveiled plans for a $55 billion urban district spanning about 4.5 million square metres and designed to house around 150,000 residents, a sign that leading players are still betting on population growth and Dubai’s global appeal. Dubai Holding’s move to become Emaar’s largest shareholder has also reinforced the role of state-linked capital in anchoring strategic developers during a more volatile cycle.

Dubai’s Roads and Transport Authority has opened the prequalification stage for contractors and consortiums seeking to build the Dubai Metro Gold Line, moving the Dh34 billion project from planning into the procurement phase.

The authority has issued requests for qualification for the fully underground line, with interested contractors required to submit qualification documents by 17 August. The process follows an expression-of-interest stage launched in May and forms part of a wider expansion of the emirate’s rail network as population growth, real estate development and road congestion intensify pressure on urban mobility.

The Gold Line is planned as a 42-kilometre route with 18 stations, linking Al Ghubaiba in Bur Dubai with Jumeirah Golf Estates. It will pass through 15 strategic districts, including Mina Rashid, City Walk, Business Bay, Mohammed Bin Rashid City, Nad Al Sheba, Meydan, Al Barsha South and Jumeirah Village Circle. The line is designed to serve more than 55 development projects and benefit more than 1.5 million people by 2040.

The project was approved in April by Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, with completion scheduled for 9 September 2032. Once operational, the Gold Line is expected to lift the total Dubai Metro network from 120 kilometres, including the Blue Line under construction, to 162 kilometres. The number of metro stations will rise from 67 to 85.

The procurement package covers design and construction of civil works, electromechanical systems, rolling stock and rail systems. The selected contractor is also expected to support systems maintenance and operations during an initial three-year period, a requirement that places emphasis on technical depth as well as construction capacity. The scale of the assignment is likely to attract major international rail engineering groups, tunnelling specialists and local contracting partners with experience in complex transport works.

The Gold Line’s five-stage consultancy structure covers concept design, preliminary design, tender documentation, construction supervision and the defects and liability period. Aecom has been linked to consultancy work on the project, reflecting the need for specialised planning on a line that will run entirely underground through dense urban corridors and active development zones.

The line will connect with the Red Line at Business Bay and Jumeirah Golf Estates, and with the Green Line at Al Ghubaiba. It is also planned to integrate with Etihad Rail at Meydan and Jumeirah Golf Estates, strengthening links between Dubai’s metro system and the wider national rail network. The integration is central to Dubai’s push for multimodal transport, where metro, rail, buses, taxis and emerging mobility services are planned around high-density growth areas.

Mattar Al Tayer, Director General and Chairman of the Board of Executive Directors of RTA, has described the Gold Line as a strategic milestone in the evolution of Dubai’s public transport network. The authority expects the route to reduce pressure on the Red Line between Burjuman and ONPASSIVE stations by 23 per cent and cut more than 40 million road journeys a year.

The project carries a projected cumulative economic return of 430 per cent over 20 years of operation, driven by savings in travel time and fuel, lower accident costs and reduced emissions. Property and land values near stations are expected to gain by up to 20 per cent, reinforcing the pattern seen in other metro-connected districts where rail access has reshaped demand.

Dubai Metro has carried more than 2.8 billion passengers since opening in September 2009. Passenger numbers reached 295 million in 2025, a 7 per cent increase on 2024, with daily usage averaging about one million. The metro accounts for 40 per cent of all public transport use in the emirate, making network expansion a central element of transport planning rather than an isolated infrastructure upgrade.

The Gold Line will follow the Blue Line, a 30-kilometre project with 14 stations that is already under construction. The Blue Line will serve Dubai Creek Harbour, Festival City, International City, Mirdif, Dubai Silicon Oasis and Dubai Academic City, areas expected to accommodate about one million residents by 2040. Together, the two projects are intended to widen metro coverage across both established districts and fast-growing urban centres.

Abu Dhabi’s XRG and Italy’s Eni have agreed to buy minority stakes in three upstream blocks operated by YPF in Argentina’s Vaca Muerta basin, adding upstream weight to a liquefied natural gas project designed to turn the country’s shale gas reserves into large-scale export revenue.

The agreements give XRG and Eni 32 per cent each in the Meseta Buena Esperanza, Aguada Villanueva and Las Tacanas blocks, while YPF will retain 36 per cent. Completion remains subject to customary regulatory approvals. Financial terms were not disclosed.

The blocks are expected to supply gas to Argentina LNG, an integrated upstream-to-export project targeting 12 million tonnes per year of LNG capacity through floating liquefaction units. The transaction is significant because it moves XRG and Eni beyond project development into direct participation in upstream assets that will feed the planned export chain.

For Argentina, the deal strengthens a project central to President Javier Milei’s push to expand energy exports, attract foreign capital and build hard-currency earnings. Vaca Muerta, located mainly in Neuquén province, is one of the world’s largest unconventional oil and gas formations and has become the centrepiece of the country’s effort to shift from domestic gas producer to long-term LNG supplier.

The three blocks are linked to a wider plan covering gas production, processing, transport and liquefaction. The project has been structured around floating LNG technology, with gas from Vaca Muerta expected to be moved through dedicated infrastructure to export facilities on the Atlantic coast. Río Negro has been positioned as a key province for the downstream and maritime phase of the project.

XRG, the international investment arm of Abu Dhabi National Oil Company, was launched to build a global platform across gas, LNG, chemicals and low-carbon energy solutions. Its entry into the Vaca Muerta upstream segment fits a broader acquisition drive that includes interests in Rio Grande LNG in the United States, Mozambique’s Rovuma basin, Azerbaijan’s Absheron gas and condensate field and gas assets in Turkmenistan.

The company has set an ambition to build LNG capacity of 20 million to 25 million tonnes per year by 2035. Access to upstream gas resources in Argentina gives it a foothold in a basin that could supply Atlantic Basin LNG markets at a time when buyers are seeking diversified long-term sources beyond the United States, Qatar and Australia.

Eni’s participation also reflects its strategy of linking upstream gas positions to floating liquefaction expertise. The company has built experience in FLNG through projects in Mozambique and the Republic of Congo, and its role in Argentina LNG gives it exposure across the value chain from production to international LNG marketing.

YPF Chairman and Chief Executive Horacio Marín said the entry of Eni and XRG into the upstream segment strengthened the project’s value chain and helped move Argentina LNG towards global-scale development. XRG’s Mohamed Al Aryani described Vaca Muerta as one of the world’s most attractive gas resources, while Eni executive Guido Brusco said the move positioned the company from Argentine upstream through to LNG supply for international customers.

The latest agreements follow a binding joint development agreement signed by YPF, Eni and XRG in February to advance Argentina LNG. That accord set the work programme for front-end engineering design, commercial structuring, financing and technical studies, with a final investment decision targeted for the second half of 2026.

Argentina LNG has evolved through a series of agreements since 2024, including provincial frameworks in Río Negro and Neuquén and earlier YPF partnerships involving Shell and other energy groups. The project’s scale and complexity have made partner alignment, pipeline planning, export regulation and financing critical to its progress.

The economic stakes are high. Argentina has long struggled with shortages of dollars, volatile currency conditions and constrained access to international capital. LNG exports from Vaca Muerta would give the country a new source of recurring foreign exchange, alongside crude oil, agricultural exports and mining.

Energy analysts view Vaca Muerta as commercially attractive because of its resource depth, improving productivity and proximity to Atlantic shipping routes. But the project still faces execution risks, including the cost of pipelines, port infrastructure, floating liquefaction units, fiscal stability and the need for durable offtake contracts.

Abu Dhabi has begun work on Dar al Funoon Abu Dhabi, a major performing arts centre on Saadiyat Island that is scheduled to open in 2030 and add more than 6,000 seats to the emirate’s cultural infrastructure.

The project, whose name means House of the Arts, was launched near the Saadiyat Cultural District during a site visit by Sheikh Khaled bin Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Chairman of the Abu Dhabi Executive Council. It has been commissioned by the Department of Culture and Tourism – Abu Dhabi and designed by the late Frank Gehry, the architect also associated with Guggenheim Abu Dhabi.

The venue is planned as one of the region’s largest and most technically advanced performing arts institutions. Its main multipurpose hall will seat more than 2,000 people and include the technical capacity needed for large opera, ballet, theatre and concert productions. The wider complex will also feature a 3,500-seat open-air amphitheatre, a 400-seat studio theatre and a 250-seat jazz venue, giving Abu Dhabi a range of spaces for international touring productions, experimental work and smaller-format performances.

Officials have positioned Dar al Funoon as a year-round cultural platform rather than a conventional theatre complex. Its planned programme covers opera, ballet, theatre, jazz, contemporary performance, artistic residencies, co-productions and touring partnerships with leading venues worldwide. The project is intended to support local and regional talent while also attracting international artists and companies to Abu Dhabi.

Sheikh Khaled was briefed on the architectural concept, development phases, construction progress and technical facilities. The project’s design is described as being inspired by music and performance, with a transparent façade intended to reflect Abu Dhabi’s openness to creativity and cultural exchange. The building is expected to sit within the broader Saadiyat cultural ecosystem rather than operate as a stand-alone landmark.

Mohamed Khalifa Al Mubarak, Chairman of the Department of Culture and Tourism – Abu Dhabi, said the project represented a long-term investment in artistic expression and cultural development. He described it as part of a wider effort to expand opportunities for cultural exchange and strengthen Abu Dhabi’s position as a global centre for creativity and artistic excellence.

Dar al Funoon adds a performing arts anchor to Saadiyat Island, which has already become central to Abu Dhabi’s cultural strategy. The district includes Louvre Abu Dhabi, Zayed National Museum, Natural History Museum Abu Dhabi, teamLab Phenomena Abu Dhabi and the upcoming Guggenheim Abu Dhabi. The arrival of a large-scale performance venue broadens the island’s offer from museums and immersive art into live production, touring performance and music.

The timing also aligns with Abu Dhabi’s Tourism Strategy 2030, which aims to raise annual visitor numbers to 39.3 million, increase tourism’s contribution to gross domestic product to AED90 billion and create 178,000 jobs across the sector by the end of the decade. Cultural tourism is a core part of that plan, alongside hotel expansion, improved air connectivity, events programming and destination marketing.

The project gives Abu Dhabi a new tool in the competition among Gulf cities to attract cultural visitors, creative-sector investment and global events. Riyadh, Doha and Dubai have all expanded their arts, entertainment and event infrastructure, while Abu Dhabi has pursued a more institution-led model centred on museums, heritage, architecture and long-term cultural programming.

For the performing arts sector, the scale of Dar al Funoon could help address a gap in the regional touring circuit. Major opera, ballet and theatre productions need advanced stage systems, large-capacity halls and specialised back-of-house facilities. The planned mix of a main hall, amphitheatre, studio space and jazz venue gives producers more flexibility and allows the emirate to host both mass-audience performances and curated smaller events.

The centre is also expected to support education and community engagement through workshops, interactive programmes and artist development initiatives. That element is important for Abu Dhabi’s aim of building a cultural ecosystem that is not limited to imported productions. The inclusion of residencies and co-productions suggests the venue will be expected to generate new work as well as host international shows.

The UAE has moved to deepen technology cooperation with the United States and allied economies through the second Pax Silica Summit in Washington, DC, placing secure artificial intelligence supply chains, advanced infrastructure and trusted cross-border deployment at the centre of its expanding AI diplomacy.

The delegation, led by Saeed Al Hajeri, Minister of State, joined officials from dozens of partner economies and senior figures from global technology companies at a summit designed to reduce vulnerabilities in the systems that power AI. The gathering focused on the full stack of AI capability, from energy and critical minerals to semiconductors, advanced manufacturing, cloud infrastructure and large models.

The UAE joined 35 countries in the Joint Statement on AI Opportunities, a declaration intended to align partner economies around secure, resilient and innovation-led AI development. The move places Abu Dhabi more firmly inside a US-led framework that is seeking to build trusted technology networks at a time when governments are reassessing exposure to concentrated supply chains and geopolitical pressure points.

Omran Sharaf, Assistant Foreign Minister for Advanced Science and Technology, was part of the UAE delegation, alongside national technology players including G42, Core42, MGX and the Telecommunications and Digital Government Regulatory Authority. Their presence signalled that the UAE is approaching AI cooperation not only as a diplomatic priority but also as an industrial strategy covering capital, infrastructure, regulation and deployment.

Al Hajeri said the UAE and the US had built a strategic partnership grounded in shared ambition, describing Pax Silica as a practical framework for turning that ambition into concrete projects. He said the UAE was proud to be among the first Gulf states to join the initiative and would support it through investments, joint projects and the trust built over more than five decades of relations with Washington.

The summit also gave the UAE a platform for bilateral engagements with the US and other Pax Silica participants, including Qatar, Finland, India, Israel, the European Union, South Korea, Norway, the Philippines, Costa Rica, Singapore and the UK. Those discussions centred on cooperation under the Pax Silica framework, including infrastructure resilience, responsible AI deployment and opportunities for private-sector partnerships.

The UAE’s participation comes as Washington is expanding the initiative beyond its initial group of technology-aligned partners. The European Commission has joined the effort, while the Netherlands and Italy have also moved into the framework. Other participants and signatories include Britain, Germany, Japan, South Korea and India, reflecting a broader attempt to shape AI supply chains around trusted partners rather than fragmented national systems.

The policy push is unfolding against a more competitive technology backdrop. Governments are concerned that AI systems depend on a small number of suppliers for high-performance chips, cloud capacity, energy-intensive data centres and specialised inputs such as critical minerals. Any disruption in those areas can affect model development, defence applications, financial systems, public services and industrial automation.

For the UAE, the summit aligns with a wider strategy to become a global AI hub. Abu Dhabi has already positioned G42 as a central player in sovereign AI infrastructure, cloud services and sector-specific applications. Microsoft’s $1.5 billion investment in G42 strengthened the company’s links with the US technology ecosystem, while new responsible AI and language-model initiatives in Abu Dhabi have added a governance dimension to the partnership.

The planned 5GW UAE-US AI campus in Abu Dhabi has added further weight to that strategy. Led by G42 in cooperation with US technology partners, the project is intended to provide large-scale AI-grade compute capacity and serve markets across the Middle East, Africa and Asia. Its first phase is expected to deliver 1GW of capacity, making it one of the most ambitious AI infrastructure projects outside the US.

MGX, the Abu Dhabi-backed investment platform focused on AI and advanced technology, has also become part of the UAE’s strategic toolkit. The firm’s role in global AI infrastructure finance gives the country influence beyond domestic deployment, extending into data centres, computing capacity, model ecosystems and long-term technology capital.

Sharaf has framed the UAE’s approach as “strategic autonomy through international collaboration with trusted partners”, a formulation that captures the balance many mid-sized technology powers are trying to strike. The UAE wants access to frontier systems and trusted infrastructure, but it also wants enough domestic capability to avoid dependence on any single supplier or jurisdiction.

That balance is becoming more important as AI export controls, chip restrictions and data governance rules shape access to frontier technologies. The US wants allies and partners to build on its AI platforms and infrastructure, while other countries are also exploring sovereign AI capacity and alternative models. China’s rapid progress in low-cost and open-weight AI systems has intensified that contest, especially in emerging markets.

Nasdaq Dubai has listed a USD 500 million sukuk from The Arab Energy Fund, strengthening the exchange’s Islamic debt platform at a time when regional issuers are continuing to tap international capital for longer-term funding and diversified investor access.

The senior unsecured sukuk, issued through APICORP Sukuk Limited under The Arab Energy Fund’s Trust Certificate Issuance Programme, comprises trust certificates due in 2031. It carries a profit rate of 4.686 per cent and was priced at 70 basis points over SOFR, reflecting demand for high-grade regional paper despite tighter global credit conditions.

The transaction drew orders of more than USD 900 million and was twice oversubscribed, allowing pricing to tighten from initial guidance. Demand came from a diversified investor base including central banks, sovereign institutions, supranational bodies and agency investors, underlining the fund’s credit standing and the continued appetite for investment-grade sukuk linked to energy transition and infrastructure financing.

The certificates are rated Aa2 by Moody’s and AA+ by Fitch, broadly in line with the fund’s long-term credit profile. The deal follows a USD 500 million 10-year sukuk listing by The Arab Energy Fund earlier this year, making the latest issue part of a broader funding strategy intended to support sustainable energy development across Arab markets.

Khalid Ali Al-Ruwaigh, chief executive officer of The Arab Energy Fund, marked the listing by ringing the market-opening bell at Nasdaq Dubai alongside Hamed Ali, chief executive officer of Nasdaq Dubai and Dubai Financial Market, and senior representatives from both organisations.

Vicky Bhatia, chief financial officer of The Arab Energy Fund, said the transaction demonstrated both the strength of the fund’s credit profile and its ability to operate in difficult market conditions. He said pricing at SOFR plus 70 basis points with no new issue premium showed investor confidence in the fund and its mandate.

Hamed Ali said the listing added depth to Nasdaq Dubai’s sukuk market and reflected continued activity from supranational issuers in regional debt capital markets. He said the fund’s fourth listing on the exchange highlighted the role of established issuers in supporting market development and expanding investment opportunities for regional and international investors.

The listing comes as Dubai continues to consolidate its position as a leading international centre for sukuk and conventional debt securities. The total outstanding value of sukuk listed on Nasdaq Dubai now exceeds USD 98.6 billion, while overall outstanding debt listings on the exchange have surpassed USD 141 billion across sovereign, supranational, financial institution and corporate issuers.

The sukuk market has remained active as borrowers seek to balance refinancing needs with investor demand for high-quality Sharia-compliant assets. Gulf issuers have benefited from relatively strong sovereign and corporate balance sheets, while international investors have continued to view the region as a source of yield, credit quality and diversification.

The Arab Energy Fund, established in 1974 by ten Arab oil-exporting countries, has increasingly positioned itself as a multilateral impact financial institution focused on energy security, sustainability and value-chain development. Its activities cover debt, equity and advisory solutions across the energy ecosystem, with a mandate spanning public and private sector clients in more than 35 markets.

The fund’s financing model has evolved as regional energy policy shifts from a narrow hydrocarbons focus to a broader mix that includes gas, power, renewables, infrastructure, technology and energy-related services. Environmental and socially linked projects account for about a fifth of its USD 5.8 billion loan portfolio, reflecting the growing role of impact-linked financing in the region’s energy sector.

Its financial performance has also supported market access. The fund reported USD 282.4 million in net income for 2025, while total assets rose to USD 13.4 billion, helped by asset growth and a resilient funding profile. Its credit ratings remain among the strongest for a regional multilateral institution focused on energy.

For Nasdaq Dubai, the listing reinforces a debt capital market strategy built around international issuers, dollar liquidity and Islamic finance. The exchange has attracted sukuk from governments, banks, corporates and supranational institutions, providing issuers with visibility among investors that track regional and global fixed-income securities.

ADNOC Drilling has delivered AD-300, its first AI-enabled automated walking island rig, nearly three months ahead of schedule, advancing Abu Dhabi’s push to use robotics, data systems and lower-emission power options in offshore oilfield development.

The rig is the first of six next-generation island units covered by a $1.54 billion drilling services programme awarded by ADNOC Offshore across 2024 and 2025. Its early acceptance allows revenue generation to begin sooner than planned and accelerates the roll-out of a fleet intended to support ADNOC’s target of lifting production capacity to 5 million barrels per day by 2027.

AD-300 stands 50 metres high, roughly the height of a 15-storey building, and weighs about 2,000 tonnes. It has been designed to operate on ADNOC’s artificial islands offshore Abu Dhabi, where extended-reach drilling allows wells to be drilled from fixed island bases into offshore reservoirs. The rig’s walking system enables it to move between well slots without being dismantled, reducing downtime and improving well delivery times.

The unit combines automated pipe handling, AI-enabled monitoring, real-time data systems, digital controls and hybrid power capability. It can also connect to the electricity grid, offering scope to reduce diesel use and emissions where grid power is available. These features are aimed at limiting personnel exposure in complex operating environments, improving predictive maintenance and allowing faster operating decisions through live performance data.

Abdulla Ateya Al Messabi, chief executive of ADNOC Drilling, said the delivery of AD-300 marked “a step-change” in large-scale technology-enabled energy development, adding that the integration of automation, artificial intelligence and robotics was intended to improve safety, efficiency and consistency. He said the early delivery also demonstrated the company’s ability to bring high-value assets into operation ahead of schedule while supporting ADNOC’s production capacity expansion.

Tayba Abdulrahim Al Hashmi, chief executive of ADNOC Offshore, said AD-300 and the wider next-generation island rig fleet would help expand ADNOC’s production capacity and deliver long-term value, while positioning the UAE as a reliable supplier of energy at scale.

The rig forms part of a wider shift in Abu Dhabi’s offshore drilling strategy, where artificial islands have become central to development of the Zakum field and other offshore assets. These islands allow drilling crews to carry out work that would otherwise require conventional offshore rigs, while supporting long horizontal and extended-reach wells from stable surface locations.

ADNOC Drilling’s island rig expansion began with a $733 million award in July 2024 for three AI-enabled rigs to support operations at the offshore Zakum field. A further $806 million contract for three additional rigs followed in May 2025. Together, the six-rig programme strengthened the company’s medium-term fleet growth plan and extended revenue visibility over long-term contracts.

The new rigs are being developed with Honghua Group, with engineering focused on automation, digitisation and embedded AI capability. The design includes condition monitoring, performance optimisation and predictive analytics to improve uptime and reduce operating costs. The rigs are also being configured for extended-reach drilling, a method especially important for ADNOC’s artificial island operations.

ADNOC’s offshore operations have already drawn attention for very long extended-reach wells, including wells exceeding 50,000 feet. Such drilling requires high-specification equipment, precise geosteering and continuous monitoring of drilling conditions. The adoption of AI-enabled rig systems is intended to strengthen that operating model by allowing faster identification of mechanical issues, better planning of pipe-handling sequences and more stable drilling performance.

The company’s investment in AI-enabled rigs mirrors a wider trend across the energy sector, where producers are using automation to reduce non-productive time, limit safety exposure and improve asset reliability. Drilling contractors are under pressure to deliver more wells with tighter cost control while customers seek lower operational emissions and more predictable execution schedules.

Abu Dhabi’s banking regulator has imposed an AED20 million penalty on the UAE branch of an unnamed foreign bank after examinations found significant and repeated failures in its anti-money laundering, counter-terrorism financing and sanctions compliance framework.

The Central Bank of the UAE said the action was taken under the federal law governing the regulator and licensed financial institutions. It also imposed a separate AED300,000 penalty on the bank’s Head of Compliance and Money Laundering Reporting Officer for failing to fulfil responsibilities attached to the role.

The decision places individual accountability at the centre of the enforcement action, signalling that senior compliance officials as well as institutions will face consequences when control weaknesses persist. The regulator did not identify the bank, disclose the period covered by the examinations, or specify whether the failings related to customer due diligence, transaction monitoring, sanctions screening, suspicious activity reporting or internal governance.

The penalty comes as the UAE continues to tighten supervision of financial institutions after a broad reform cycle aimed at strengthening controls against illicit finance. Banks, exchange houses, payment companies and other licensed institutions have faced closer scrutiny as regulators seek to reinforce the country’s standing as a major financial centre while addressing risks linked to cross-border flows, trade finance, real estate, precious metals and corporate structures.

The UAE’s banking sector has expanded sharply, with assets reaching AED5.4 trillion in 2025, supported by strong credit growth and rising deposits. That scale has increased the importance of robust compliance systems, particularly among foreign bank branches that operate across jurisdictions and often serve corporate, institutional and wealth-management clients with complex transaction patterns.

The latest fine follows a series of enforcement actions against financial institutions over AML and CFT shortcomings. In 2025, two branches of foreign banks were sanctioned AED18.1 million for breaches of financial crime rules, while another branch of a foreign bank was fined AED5.9 million for compliance failures. Exchange houses have also been penalised for lapses, reflecting a broader regulatory push beyond traditional banking.

The UAE was removed from the Financial Action Task Force’s increased-monitoring list in February 2024 after completing an action plan to improve the effectiveness of its AML/CFT framework. The delisting was a reputational gain, but it also placed greater pressure on domestic authorities to show that reforms were being sustained through inspections, penalties and risk-based supervision.

Regulators have been particularly focused on whether institutions can identify beneficial ownership, monitor high-risk customers, screen against sanctions lists, file suspicious transaction reports, and demonstrate that boards and senior managers understand financial crime risks. The enforcement action against the compliance head underlines a shift toward holding responsible officers accountable where governance failures are judged to have contributed to institutional breaches.

Foreign bank branches in the UAE are licensed and supervised locally even when they belong to international banking groups. They are expected to comply with UAE laws and central bank standards, while also aligning with group-wide controls and home-country requirements. Weaknesses at branch level can expose banks to regulatory, operational and reputational risks, especially when deficiencies are repeated after supervisory engagement.

The latest action also carries a message for financial institutions investing heavily in digital banking, cross-border payments and wealth services. As transaction volumes rise and customer onboarding becomes faster, regulators are expecting more effective monitoring tools, clearer escalation procedures and stronger evidence that compliance teams have sufficient authority, staffing and technology.

The fine does not indicate that customers suffered losses, nor does it state that money laundering or terrorism financing occurred. The regulator’s wording points instead to failures in the systems and controls designed to prevent, detect and report such risks. That distinction is important for banks, as enforcement can arise from weaknesses in governance and procedures even without a proven underlying criminal transaction.

The UAE has sought to balance rapid financial-sector growth with tougher oversight. Abu Dhabi and Dubai have attracted banks, asset managers, family offices and fintech firms, increasing the need for consistent enforcement across mainland and free-zone financial ecosystems. The central bank’s supervisory role covers licensed banks and financial institutions, while other regulators oversee activity in specialised financial centres.

Financial crime compliance has become a central cost and risk issue for banks operating in the region. Institutions are spending more on sanctions-screening systems, transaction-monitoring platforms, customer-risk scoring, staff training and independent audits. For foreign banks, the challenge is often to ensure that global compliance standards are applied consistently to local customer bases and regulatory expectations.

The Central Bank of the UAE has imposed a Dh20 million financial penalty on a branch of a foreign bank after supervisory examinations found significant and repeated failures in its anti-money laundering, counter-terrorism financing and sanctions compliance framework.

The action, announced in Abu Dhabi, was taken under the federal law governing the Central Bank and the organisation of financial institutions and activities. The regulator said the findings pointed to weaknesses serious enough to warrant a major financial sanction, reinforcing its tighter approach to bank supervision as the UAE works to protect the integrity of its financial system.

The penalty targets the UAE branch of a foreign lender, which was not named in the announcement. The examination findings covered failures in systems designed to prevent money laundering, terrorist financing, the financing of illegal organisations and breaches of sanctions obligations. Such frameworks are central to customer due diligence, transaction monitoring, suspicious activity reporting and the screening of customers and payments against sanctions lists.

The Central Bank also imposed a Dh300,000 penalty on the bank’s head of compliance and money laundering reporting officer. The individual sanction was issued over failure to fulfil responsibilities attached to the role, underlining that enforcement is no longer limited to institutions but can extend to senior staff responsible for control functions.

The latest penalty adds to a broader enforcement drive across the banking, exchange, insurance and financial services sectors. Over the past two years, the Central Bank has issued a series of sanctions against banks, exchange houses and other regulated entities for breaches ranging from weak AML/CFT controls to failures linked to sanctions screening, Emiratisation requirements and regulatory compliance.

The action comes as the UAE continues to strengthen financial crime controls after its removal from the Financial Action Task Force’s increased monitoring list in February 2024. That removal followed a programme of reforms covering supervision, beneficial ownership transparency, suspicious transaction reporting, investigations, prosecutions and targeted financial sanctions. The UAE has since sought to demonstrate that enforcement will remain active after the end of enhanced monitoring.

Banks operating in the UAE are required to maintain risk-based compliance systems that match the size and complexity of their operations. Foreign bank branches are subject to local regulatory requirements even when their parent institutions are supervised in other jurisdictions. This means they must comply with Central Bank rules, UAE AML legislation, sanctions obligations and reporting standards applicable to licensed financial institutions.

The naming of the compliance head in the enforcement action is likely to attract attention across the sector. Compliance officers and money laundering reporting officers are expected to ensure proper governance over risk assessments, customer screening, enhanced due diligence, suspicious transaction escalation and staff training. A personal penalty signals that regulators are scrutinising not only whether a bank has policies on paper, but whether accountable officers are properly carrying out their functions.

The UAE’s financial system has expanded rapidly as the country deepens its position as a regional banking, trade, wealth management and payments hub. That growth has increased the importance of controls against illicit finance, particularly in areas involving cross-border transfers, correspondent banking, trade finance, high-net-worth clients, complex ownership structures and sanctions-sensitive jurisdictions.

The Central Bank has said it uses its supervisory and regulatory mandate to ensure that banks, authorised decision-makers and staff comply with laws, regulations and standards. Its enforcement approach is intended to safeguard transparency and integrity in the banking sector and the wider financial system.

The penalty also fits into a wider shift among Gulf regulators towards heavier scrutiny of financial crime risk. Banks and exchange businesses have faced pressure to upgrade transaction monitoring systems, improve data quality, strengthen sanctions screening and maintain more detailed records on beneficial ownership. Financial institutions have also been pushed to ensure that compliance teams have sufficient authority, staffing and independence from commercial pressure.

For foreign banks, the case highlights the risk of gaps between group-level policies and local branch implementation. Regulators expect overseas institutions to adapt global controls to UAE requirements, customer profiles and regional risk patterns. Weaknesses in escalation procedures, documentation, monitoring thresholds or sanctions screening can expose branches to both institutional and individual sanctions.

AD Ports Group has lifted its ownership of Global Feeder Shipping to 81 percent after buying an additional 30 percent stake for $300 million, deepening Abu Dhabi’s position in regional container shipping at a time of persistent disruption across key maritime corridors.

The transaction, valued at AED1.1 billion, gives the group stronger strategic and operational control over one of its most important maritime assets. It follows the acquisition of a 51 percent stake in Dubai-based GFS in February 2024, when AD Ports secured a call option to raise its holding by December 2026. The option has now been exercised at the same total enterprise value of AED3.67 billion agreed under the earlier deal.

The purchase will be financed through a combination of debt and asset monetisation transactions, indicating that AD Ports is seeking to expand control over cash-generating assets while managing capital discipline across a broad international acquisition programme. The move also reinforces its shift from a ports operator into a wider trade, logistics and shipping platform linking terminals, industrial zones, freight forwarding and maritime services.

GFS is ranked among the world’s largest container feeder shipping lines by capacity and operates across the GCC region, the Subcontinent, the Red Sea, the Far East, the Mediterranean and Africa. The company transported 2.8 million TEUs in 2025 and completed more than 700 voyages covering 89 ports in 54 countries, making it a critical part of AD Ports Group’s ability to connect smaller ports with major transhipment hubs.

Captain Mohamed Juma Al Shamisi, managing director and group chief executive of AD Ports Group, said the additional stake reaffirmed the company’s commitment to one of the strongest assets in its integrated portfolio. He said GFS had expanded the group’s reach into new markets and connected its ports to more economies across the Red Sea and the Gulf, where “reliable trade connectivity matters most”.

The timing is significant for Gulf shipping. Container carriers have faced rerouting, insurance pressures and schedule volatility because of security risks around the Red Sea and wider geopolitical uncertainty affecting trade lanes between Asia, the Middle East and Europe. Feeder operators have become more important as mainline carriers adjust schedules and ports seek reliable connections to regional markets.

For AD Ports, the GFS deal strengthens a container feeder business that was launched in 2020 and has since become a core growth engine. Alongside SAFEEN Feeders and Transmar, GFS supports the movement of cargo in and out of the UAE and gives the group more flexibility in serving trade flows across short-sea and regional routes.

GFS has generated cumulative EBITDA of more than AED1.8 billion since AD Ports acquired its initial 51 percent stake. The group’s overall container feeder shipping revenue rose 17 percent year-on-year in 2025, while the wider Maritime and Shipping Cluster recorded a 33 percent rise in revenue to AED10.7 billion. Cluster EBITDA grew 25 percent to AED2.5 billion, accounting for 45 percent of group EBITDA.

The stronger ownership position is expected to allow deeper integration of GFS into AD Ports’ terminals, economic cities, free zones, logistics networks and digital platforms. This integration is central to the group’s strategy of offering end-to-end trade solutions rather than relying only on port handling charges. It also gives the company wider customer access at a time when cargo owners are seeking more resilient supply chains.

Amir Maghami, chief executive of Global Feeder Shipping, said the transaction marked a closer integration with AD Ports Group and strengthened the partnership between the two businesses. He said the shipping industry continued to adapt to volatile conditions, while AD Ports’ support had helped GFS expand services and grow its fleet.

The deal fits into a broader expansion drive. AD Ports reported record 2025 revenue of AED20.8 billion, up 20 percent, and net profit of AED2.1 billion, up 17 percent. Its growth has been supported by acquisitions including Noatum, the global logistics platform, and a wider push into markets beyond the Gulf.

Earlier this month, the group announced the acquisition of Corredor Logística e Infraestrutura, Brazil’s leading independent agri-bulk port terminal operator, for more than AED3 billion, marking a major entry into South America. It has also started trial operations at Noatum Ports – Safaga Terminal in Egypt, underlining its ambition to build a network spanning ports, shipping, logistics and industrial infrastructure.

Ruggieri has formed a project-based collaboration with Dubai-based Novara Events Management to develop large-scale pyrotechnic and multimedia experiences for the Gulf events market, bringing together one of Europe’s oldest fireworks houses and a regional organiser targeting high-impact live productions.

The agreement positions the 300-year-old French pyrotechnics specialist to deepen its presence in a market where festivals, national celebrations, destination launches, private events and corporate spectacles increasingly rely on synchronised firework design, drones, lasers, video mapping and immersive stage technologies. No financial terms were disclosed, and the companies have described the arrangement as a collaboration tied to specific projects rather than a merger or equity partnership.

Ruggieri, whose origins trace back to 1739, built its reputation on court celebrations in France before developing into a modern pyrotechnic and event-technology company. Its historical narrative is closely associated with the evolution of theatrical fireworks, including the shift from purely explosive displays to choreographed visual performances using colour, rhythm and narrative. The company’s contemporary portfolio includes major public celebrations, waterfront shows, cultural commemorations and multimedia productions that combine fireworks with light, water installations, lasers, video mapping and live performance.

The move gives Novara Events Management access to Ruggieri’s technical design capabilities and safety-led production experience at a time when clients across the region are seeking more complex event formats. For Dubai and the wider Gulf, the partnership reflects a broader industry trend: fireworks are no longer treated as standalone finales but as integrated storytelling tools within destination branding, product launches, luxury hospitality events and national occasions.

Dubai has become a key test bed for such formats because of its dense events calendar and its reliance on large public spectacles to support tourism, retail and hospitality. The emirate welcomed more than 18 million international overnight visitors in 2024 and has continued to invest in festivals, shopping campaigns, waterfront activations and landmark celebrations. New Year’s Eve, National Day, Eid festivities, Dubai Shopping Festival and major private-sector launches have helped create sustained demand for suppliers able to deliver shows that are visually distinctive while meeting strict safety and crowd-management requirements.

Ruggieri’s previous references include prominent international sites and large civic celebrations, with Dubai already listed among its showcase locations through work associated with Burj Khalifa and Burj Al Arab. The company says its teams design bespoke shows from concept to on-site execution, using research and development, laboratory controls and trained technicians to manage performance and safety standards. Its annual operations include thousands of fireworks displays and projects across more than 100 countries.

For Novara, the partnership offers a way to compete for larger assignments where technical credibility, international delivery standards and creative differentiation are central to client decisions. Event organisers in the Gulf are under pressure to offer productions that work both for live audiences and for social media distribution, where drone formations, synchronised fireworks and immersive lighting can extend the value of an event beyond the venue.

The collaboration also comes as regulators and venue operators place greater emphasis on safety, environmental management and technical compliance. Pyrotechnic shows require specialised permissions, secure storage, trained firing teams, exclusion zones, fire services coordination and weather monitoring. The growing use of drones and lasers adds another layer of approvals, particularly near airports, waterfronts, high-rise districts and crowded public spaces.

Industry demand is being shaped by a shift from one-night displays to fully programmed experiences. Luxury hotels, developers, shopping destinations and public agencies are increasingly commissioning shows that can be adapted to brand themes, heritage narratives and seasonal campaigns. That favours suppliers capable of combining design, engineering and event logistics rather than simply supplying fireworks.

Ruggieri’s entry into a closer project framework with a local events partner is therefore likely to be watched by regional competitors in pyrotechnics, drone entertainment, staging and experiential marketing. The Gulf market already includes global and regional production houses serving government celebrations, concerts, sports events and hospitality launches. The new tie-up suggests a push towards more specialised collaborations, where international technical expertise is paired with local client access and execution knowledge.

Hafeet Rail has begun laying tracks on the planned UAE-Oman railway, moving the Gulf’s first cross-border rail link from heavy civil construction into a more visible phase of delivery as the two countries seek to deepen trade, tourism and logistics ties.

The 238-kilometre railway, being developed by Hafeet Rail, will connect Sohar Port with Abu Dhabi through Al Ain and Al Buraimi, linking Oman’s port and industrial base with the UAE national rail network. The project is structured as a joint venture involving Etihad Rail, Oman Rail and Mubadala Investment Company, and is expected to carry both freight and passengers once operational.

The start of track-laying follows Hafeet Rail’s April announcement that the project had crossed 40 per cent completion, a milestone that underlined the pace of construction across difficult terrain, including mountain corridors, wadis, border areas and industrial zones. Work has included more than 27 million cubic metres of earthworks, over 100,000 cubic metres of concrete, tunnel excavation, 80 structures under construction, 900 concrete piles and 130 box culverts.

The railway is designed to support a wider transport and logistics corridor between the two neighbours by connecting ports, industrial estates, logistics hubs and population centres. Sohar Port, one of Oman’s key maritime gateways, is expected to gain faster access to regional markets through the UAE rail network, while Abu Dhabi and Al Ain would benefit from a direct land freight route to Oman’s coast.

Passenger trains are planned to operate at speeds of up to 200 kilometres per hour, cutting travel time between Sohar and Abu Dhabi to about 100 minutes and between Sohar and Al Ain to about 47 minutes. Freight trains are expected to run at up to 120 kilometres per hour. A single freight train journey on the network is expected to carry more than 15,000 tonnes of cargo, equivalent to about 270 standard containers.

The commercial case rests on reducing dependence on long-haul road freight, lowering logistics costs and improving the predictability of cross-border supply chains. Mining, metals, petrochemicals, agriculture, food, retail and e-commerce are among the sectors expected to benefit from faster and more reliable movement of goods between the two countries.

The project also fits into wider Gulf efforts to build integrated transport systems that can compete with established shipping and trucking corridors. For Oman, the link strengthens Sohar’s position as a gateway for cargo moving between the Gulf, Asia and Africa. For the UAE, it extends the strategic reach of its national rail network and supports its ambition to become a regional logistics and industrial hub.

Tourism is another part of the project’s appeal. Passenger services would make weekend and business travel between Oman and the UAE easier, particularly between Abu Dhabi, Al Ain, Al Buraimi and Sohar. Easier rail access could support hotels, retail, events and cultural tourism on both sides of the border, while reducing pressure on road crossings during peak travel periods.

Engineering complexity remains a central feature of the project. The route passes through varied geography, requiring bridges, tunnels, flood-protection systems and works in mountainous and wadi environments. Such terrain increases the importance of safety systems, drainage design, signalling reliability and long-term maintenance planning.

Hafeet Rail has also highlighted safety performance, with ten million safe man-hours recorded without major injuries by the time the 40 per cent completion milestone was announced. The company has said the railway systems, signalling, communications and control technologies will be built to recognised international standards, allowing interoperability between the two national networks.

The project carries broader strategic weight because it is the first practical cross-border rail link between two Gulf states. It is being watched as a test case for wider regional rail integration, including future connections that could eventually support a more connected Gulf transport grid.

Oman is weighing a ban on social media access for children under 16 as its telecoms regulator seeks public feedback on draft rules designed to tighten online safety, curb harmful exposure and define the duties of digital platforms.

The Telecommunications Regulatory Authority has opened a consultation on the proposed framework, inviting parents, experts, educators, technology companies and the wider public to submit views before July 16. The exercise follows a regulatory study into children’s use of social media and a Royal Directive issued on June 15 to assess the impact of online platforms on young users.

The draft does not yet impose a final ban, but it places the under-16 threshold at the centre of the debate. Regulators are seeking views on whether children below a specified age should be barred from social media platforms and whether 16- and 17-year-olds should be allowed access only under stronger safeguards, including parental consent, tighter privacy settings and limits on high-risk functions.

Age verification is expected to be the most contested part of the proposal. The regulator is examining whether platforms should be required to verify users’ ages through more reliable systems, while avoiding excessive collection of personal data. That balance has become a central challenge for governments worldwide, as self-declared age checks have proved weak and children have routinely accessed platforms whose terms already set minimum age limits.

The consultation also covers private messaging, live streaming, targeted advertising and algorithmic content delivery. These features have drawn scrutiny because they can expose children to unwanted contact, harmful material, addictive use patterns and commercial profiling. The proposed framework is expected to test whether stronger restrictions should apply to specific tools rather than treating all online activity in the same way.

Oman’s move places the sultanate within a widening global shift towards age-based social media regulation. Australia has adopted one of the toughest models, requiring major platforms to block under-16 users and exposing companies to penalties of up to A$49.5 million for non-compliance. The United Kingdom is preparing restrictions for under-16s, with implementation targeted around spring 2027. Several European states are examining or advancing similar controls, often around the ages of 15 or 16.

The Gulf is also moving quickly. The United Arab Emirates approved a minimum social media age of 15 on June 18, with platforms required to introduce robust age checks and prevent children below that age from creating or using personal accounts. Teenagers aged 15 and 16 will be allowed access under enhanced protections, including limits on unknown-user contact, content controls, screen-time management and parental supervision tools. Companies operating there have up to 12 months to comply.

Oman’s draft rules appear to be shaped by the same policy tension: protecting children without cutting them off from digital learning, communication and technology skills. Regulators have signalled that the final model should reflect international standards while addressing local needs, including the role of families in supervision and the practical burden placed on service providers.

Digital rights specialists have warned that sweeping bans can create enforcement problems if they depend on intrusive identity checks or push children towards less regulated online spaces. Child protection advocates, however, argue that voluntary platform controls have not been sufficient, particularly as recommendation systems, short-video feeds and private messaging have intensified exposure to harmful material and contact risks.

Technology companies are likely to focus their submissions on feasibility, privacy and liability. Age assurance tools can include document checks, facial age estimation, mobile operator data, digital identity systems and parental verification, but each approach carries trade-offs involving accuracy, cost, accessibility and data protection. False positives may exclude legitimate users, while weak systems may fail to stop underage access.

The commercial dimension is also significant. Restrictions on targeted advertising to children and limits on the use of minors’ data could affect platform revenue models, particularly for services that rely on behavioural profiling. Regulators are expected to examine whether platforms should be barred from using children’s personal data for personalised advertising and whether default privacy settings should be strengthened for all minors.

Abu Dhabi-listed Burjeel Holdings has launched a $1.5 billion senior unsecured sukuk programme on the London Stock Exchange’s International Securities Market, giving the healthcare group a new funding platform as it pushes into specialised care, research, digital transformation and AI-enabled medical services.

The programme, established through Burjeel Sukuk Limited, marks one of the group’s most significant capital-market steps since its Abu Dhabi Securities Exchange listing and comes alongside first-time corporate credit ratings from S&P Global Ratings and Moody’s Ratings. S&P assigned Burjeel a BB+ issuer credit rating with a stable outlook, while Moody’s gave the company a Ba2 corporate family rating, also with a stable outlook.

The Shariah-compliant issuance framework allows Burjeel to raise funds through sukuk that are senior in ranking but not backed by specific collateral. The structure is intended to diversify funding sources, extend the group’s access to regional and international debt investors and support a capital plan tied to higher-acuity healthcare services across the Gulf.

The company is preparing for potential fixed-income investor meetings linked to an inaugural Regulation S dollar benchmark five-year senior unsecured sukuk offering. Any issuance will depend on market conditions, regulatory approvals and the publication of offering documents.

The funding plan reflects a broader shift in Gulf healthcare, where large private providers are moving from conventional hospital expansion towards platforms combining complex care, clinical research, medical education, digital tools and cross-border patient services. Demand is being driven by population growth, mandatory insurance, higher expectations for specialist treatment and government efforts to position the region as a medical tourism and life-sciences hub.

Burjeel’s chairman and chief executive, Dr Shamsheer Vayalil, said the ratings and sukuk programme strengthen the company’s financial flexibility while preserving prudent leverage and liquidity. He said the group is building a healthcare platform that integrates patient care with research, education and artificial intelligence.

The company’s latest financial performance gives context to the timing of the programme. Burjeel reported revenue of AED5.5 billion for 2025, up 9.5 per cent, while net profit rose 39.5 per cent to AED503 million. EBITDA climbed to about AED1.1 billion, helped by the ramp-up of growth assets, stronger patient volumes and cost optimisation.

First-quarter 2026 results showed revenue rising 5.1 per cent year on year to AED1.3 billion, with EBITDA up 11.2 per cent to AED201 million and net profit increasing 44.5 per cent to AED57 million. Patient footfall grew 7.2 per cent despite seasonal and regional factors that affected activity during March.

Burjeel, founded in Abu Dhabi in 2007, operates across the UAE and Oman and has been building a specialised healthcare presence in Saudi Arabia. Its network includes hospitals, day surgery centres, medical centres, physiotherapy centres and long-term care facilities. The group’s brands include Burjeel, Medeor, LLH, Lifecare and Tajmeel, serving patients across primary, secondary, tertiary and quaternary care.

The company’s flagship Burjeel Medical City in Abu Dhabi has become central to its higher-acuity strategy. The facility spans about 1.2 million square feet, has more than 350 beds and covers more than 60 specialised medical disciplines. It supports complex services including oncology, transplant care, orthopaedics, rehabilitation, cardiovascular treatment and advanced diagnostics.

The new sukuk framework also follows a period of heavy investment in growth assets. Burjeel has been expanding specialist services, strengthening its referral network and investing in technology to improve patient access, appointment management, teleconsultations and medical-record integration. Those moves carry upfront costs but can raise patient yield when assets mature and occupancy improves.

Credit rating assessments point to both strengths and constraints. Burjeel benefits from a strong position in Abu Dhabi, exposure to a defensive healthcare sector and a growing contribution from complex care. At the same time, expansion brings execution risk, while leverage and margins will remain key indicators for investors assessing whether the group can scale without weakening its balance sheet.

Botim Money has launched IBAN-enabled wallets in the UAE, allowing eligible users to receive salaries, direct deposits and domestic bank transfers directly inside the Botim app.

The service gives qualifying customers a Virtual IBAN in their own name, extending regulated account access to segments of the population that have often relied on cash wages, exchange houses or limited-purpose wallets. The rollout has been introduced under the Central Bank of the UAE’s Universal Accounts Framework, placing the product within the country’s broader push to widen participation in formal financial services.

Botim Money said the feature is available through one of the UAE’s most widely used digital platforms, which counts more than 8.5 million users in the country. The company is positioning the IBAN wallet as a bridge between basic mobile money functions and everyday banking-style access, particularly for workers who may not meet conventional bank account requirements.

The new wallet capability enables users to receive salary credits, direct deposits and transfers from domestic bank accounts. It also links into Botim’s wider financial services ecosystem, including cash deposits, peer-to-peer transfers through AANI, international remittances to more than 170 countries, Mastercard-linked card payments, fractional gold and silver investments from AED 10, and regulated credit products.

The company’s user data indicates that 65 per cent of Botim users are blue-collar workers, while another 31 per cent fall within grey-collar segments. Those groups often face barriers linked to minimum salary thresholds, account maintenance requirements, documentation processes, distance from branches and limited access to credit history. Botim’s IBAN wallet is being offered with no minimum salary requirement, no minimum balance requirement and no monthly maintenance fee.

Dr Tariq Bin Hendi, board member of Astra Tech and chief executive officer of Botim, said financial inclusion begins with access. “For many people, having an account in their own name is the first step toward participating more fully in the financial system. By introducing Virtual IBANs through Botim, we are removing barriers to essential financial services and supporting the UAE’s vision for a more inclusive and digitally connected economy,” he said.

The launch also carries implications for employers. Botim’s Wage Protection System-accredited payroll infrastructure allows companies to process salaries directly into Botim Wallets, giving workers immediate access to funds and associated digital services. The payroll infrastructure was introduced in partnership with the Ministry of Human Resources and Emiratisation in 2024 and is designed to support compliance with labour and financial regulatory requirements.

For businesses, direct salary transfer into IBAN-enabled wallets could reduce dependence on cash handling and simplify payroll distribution for lower-income and shift-based workforces. For employees, the ability to receive wages into a named wallet account may make it easier to transfer funds locally, remit money abroad, make card payments and build a clearer transaction record over time.

The move comes as the UAE accelerates its shift towards cashless transactions and regulated digital payments. AANI, the instant payments platform operated by Al Etihad Payments, has expanded account-to-account transfers using mobile numbers and other identifiers, while banks, fintech platforms and telecom-linked wallets are competing to embed payments into daily consumer activity.

Botim Money’s expansion follows a series of fintech moves by Astra Tech, which has been turning Botim from a communications app into a broader consumer platform. Botim began as a voice and video calling service and has since added payments, remittances, bill payments, payroll tools, credit products and investment features. The wider Botim platform says it serves more than 160 million users across over 155 countries.

The company’s financial services layer is licensed by the Central Bank of the UAE and holds Stored Value Facility and Retail Payment Services and Card Schemes licences. Those licences underpin its ability to provide wallet, payment and card-related services in a regulated framework, an important distinction as digital wallets compete with banks for everyday financial activity.

Botim Money has also been building remittance and card partnerships. Its money transfer services support payouts to bank accounts, mobile wallets and cash pickup channels across major outward-remittance corridors, while its card partnership has sought to broaden digital card access without a minimum salary condition.

Qatar’s Barzan gas facility was hit by an explosion and fire during start-up operations on Sunday, injuring 54 people and leaving 18 missing at Ras Laffan Industrial City, the country’s strategic energy hub north of Doha.

Emergency teams brought the blaze under control after the blast, while search and rescue operations continued around the affected section of the plant. Authorities described the incident as a technical accident and said there was no immediate threat to public safety outside the industrial zone. The cause of the explosion remained under investigation.

The incident has sharpened scrutiny of Qatar’s energy infrastructure at a sensitive moment for global gas markets. Ras Laffan is the centre of the country’s liquefied natural gas and gas processing system, hosting export terminals, processing units and related industrial facilities. Any prolonged disruption at the complex would carry significance beyond Qatar’s domestic market because the country remains one of the world’s largest LNG suppliers.

Barzan is a major gas development designed primarily to meet Qatar’s domestic energy needs, including power generation, water desalination and industrial demand. The facility has capacity to process about 1.4 billion cubic feet of gas a day, making it a critical part of the internal supply chain even though Qatar’s global LNG exports are handled through separate trains at Ras Laffan.

Officials did not immediately provide a detailed assessment of damage to plant infrastructure or a timetable for full restoration. The casualty figure, however, indicated a severe industrial incident in a facility where safety systems are typically extensive and where start-up procedures are subject to strict controls.

The explosion follows months of pressure on energy facilities in the Gulf after regional hostilities disrupted shipping, raised insurance costs and complicated operational planning across the sector. Qatar has been working to stabilise output and reassure buyers as Asian and European customers closely track supply reliability from the world’s leading LNG exporters.

Ras Laffan’s broader importance lies in the scale of its export operations. Qatar’s existing LNG production capacity stands at about 77 million tonnes a year, with expansion plans intended to lift capacity substantially over the second half of the decade. The country is also advancing North Field projects tied to the giant offshore reservoir it shares with Iran, a resource base that underpins much of its fiscal strength and foreign policy influence.

Energy traders were watching for signs of whether the Barzan incident could affect feed gas flows, electricity generation or support systems around the wider Ras Laffan complex. Qatar’s export commitments are structured through long-term contracts, and any operational disruption is usually managed through storage, portfolio balancing and maintenance scheduling. Still, the number of injuries and missing workers will require a wider safety review before normalisation can be considered complete.

The timing is awkward for Doha. Global LNG markets have been adjusting to renewed supply risks, higher shipping uncertainty and the growing role of flexible cargoes as Europe and Asia compete for volumes. Qatar’s reputation rests heavily on reliability, with buyers in Japan, South Korea, China, India and Europe depending on its long-term deliveries.

Industrial incidents at gas processing plants can be caused by ignition of leaked hydrocarbons, pressure-control failures, equipment malfunction, human error or a combination of technical factors. Start-up periods are viewed as higher-risk phases because systems are being pressurised, flows are being introduced and safety checks are tested under live conditions. Investigators are expected to examine maintenance records, control-room logs, gas detection alarms and emergency shutdown sequences.

The Ministry of Interior said emergency response teams had contained the fire, while medical teams treated the injured. No official death toll had been announced by the time the latest casualty update was issued. Families of the missing were awaiting confirmation as rescue teams worked through damaged areas of the site.

QatarEnergy, the state company overseeing the country’s hydrocarbons sector, faces the immediate task of restoring confidence among workers, contractors and customers. The Barzan project is operated through a structure in which QatarEnergy holds the dominant stake and ExxonMobil has participated as a partner, reflecting the long-standing role of international energy companies in the country’s gas development.

Dubai International Financial Centre has opened a 30-day public consultation on proposed amendments to its data protection regulations, seeking tighter safeguards for organisations using artificial intelligence and data-driven systems to process personal information.

The proposed changes are aimed at strengthening governance, accountability and privacy protections across the financial free zone as banks, asset managers, insurers, fintech firms and professional services companies expand the use of automated tools. The consultation, announced on June 18, forms part of DIFC’s effort to keep its regulatory framework aligned with fast-moving AI deployment while preserving confidence in a jurisdiction built around cross-border finance, data flows and institutional trust.

The amendments focus on AI-enabled systems, certification requirements, data governance and the role of compliance officers overseeing autonomous and semi-autonomous technologies. They seek to clarify how firms should embed safety and accountability into systems that use personal data, particularly where automated tools influence decisions, risk assessments, client onboarding, profiling, fraud detection or operational monitoring.

DIFC said the draft regulations are designed to make existing requirements more practical and clearer for businesses while giving the Commissioner of Data Protection stronger tools to recognise accreditation and certification schemes. The changes would also refine the responsibilities of the Autonomous Systems Officer, a role created under the centre’s AI-related data protection framework to ensure organisations applying advanced technologies maintain proper oversight.

Jacques Visser, Chief Legal Officer at DIFC Authority, said the framework had to remain practical, clear and responsive as AI and data-driven systems become more common. He said the amendments were intended to support high standards of accountability and governance across the centre.

The proposal builds on Regulation 10 of the DIFC Data Protection Regulations, which was introduced in 2023 to address the processing of personal data through autonomous and semi-autonomous systems. That regime placed DIFC among the earliest financial jurisdictions in the region to frame AI governance through data protection law rather than a standalone technology statute. It also reflected a risk-and-outcomes-based approach, seeking to balance innovation with privacy, security, transparency and human oversight.

The latest consultation comes at a time when financial centres are adjusting rules for AI use in regulated and data-intensive sectors. Generative AI, machine-learning models and automated decision systems are increasingly being used to analyse client behaviour, detect suspicious transactions, process large volumes of financial information and improve customer service. Those gains have also raised concerns over explainability, bias, cyber security, model drift, consent, data minimisation and the use of personal information in training or fine-tuning systems.

DIFC’s move is significant because of the scale of the ecosystem it regulates. The centre ended 2025 with about 8,840 active registered firms after new registrations rose sharply during the year. Its innovation-focused community also expanded, with 1,677 AI and fintech organisations operating in the centre, supported by DIFC Innovation Hub and Dubai AI Campus. The expansion has increased the volume and complexity of personal and commercial data being handled within the jurisdiction.

The data protection regime is anchored in DIFC Data Protection Law No. 5 of 2020, which is modelled in part on global privacy principles and administered separately from federal data rules. Amendments enacted in 2025 introduced wider protections, including a private right of action allowing data subjects to seek compensation through DIFC Courts for breaches of their rights. The proposed regulatory update would add another layer by dealing more directly with how AI systems are developed, deployed and certified.

For firms operating in DIFC, the practical impact is likely to be felt in compliance documentation, vendor due diligence, internal governance and technology procurement. Organisations using third-party AI tools may need to show how they assess model risks, monitor outcomes, protect personal data, and maintain clear accountability between controllers, processors and technology providers. Firms developing in-house systems may face closer scrutiny over system design, testing, auditability and the handling of sensitive or high-risk data.

The certification element could prove especially important. Recognition of accredited certification bodies and schemes may give companies a clearer route to demonstrate compliance, while giving the regulator a more structured way to assess whether AI systems meet expected standards. That approach may also help multinational firms operating across several jurisdictions manage overlapping obligations under DIFC rules, the EU AI Act, the General Data Protection Regulation and other emerging privacy and AI frameworks.

Riyadh’s Institute of Public Administration has completed a Future-Proofed Leadership track with Harvard Business Impact, bringing senior officials from government and semi-government bodies into a programme designed to sharpen decision-making, institutional transformation and readiness for rapid policy and economic change.

The track, concluded on 17 June through the IPA Business Center, forms part of a wider push to strengthen leadership capacity across public institutions as Saudi Vision 2030 moves from strategy-setting into delivery, performance measurement and long-term sustainability. Participants were exposed to global leadership practices, transformation frameworks and practical models intended to help institutions adapt to shifting administrative, technological and economic demands.

IPA said the programme was aimed at developing national leadership capabilities and preparing senior executives to lead change in organisations undergoing structural reform. The emphasis was on modern institutional management, sustainable performance and the ability to handle disruption while maintaining continuity in public service delivery.

The collaboration with Harvard Business Impact reflects the growing role of international executive education partnerships in Saudi Arabia’s public-sector modernisation agenda. Harvard Business Impact works with organisations on leadership development, strategy execution, culture-building and capability pipelines, drawing on learning models linked to Harvard Business School and Harvard Business Review. For Saudi public bodies, such partnerships are increasingly being used to expose senior managers to international case studies while adapting them to local governance priorities.

The IPA Business Center has become a key platform for targeted programmes for public and semi-public organisations, offering customised development tracks that support administrative reform, leadership advancement and institutional excellence. Its work sits alongside IPA’s broader mandate in training, consultancy, research and administrative development for the public and private sectors.

The Future-Proofed Leadership track comes as ministries, authorities and state-linked organisations are under pressure to deliver faster, digitise operations, improve citizen services and align institutional planning with Vision 2030 targets. The reform agenda has increased demand for leaders who can manage cross-agency projects, build resilient teams, interpret data, and translate policy goals into measurable outcomes.

Leadership training has become more central to Saudi workforce planning as the kingdom expands non-oil sectors, develops new regulatory bodies, restructures public services and draws more private-sector practices into government operations. Programmes now place greater weight on agility, innovation, risk management and stakeholder engagement, moving beyond conventional administrative training.

The public-sector transformation under Vision 2030 has also changed expectations of senior officials. Delivery is increasingly tied to indicators, governance reviews and public accountability, requiring leaders to combine technical knowledge with communication skills and a capacity to manage complex institutional change. Executive education providers have responded with blended programmes, coaching, peer-learning formats and case-based instruction tailored to senior decision-makers.

IPA’s latest track was attended by leaders from government and semi-government entities, indicating that the programme was designed for organisations operating close to national policy execution. Semi-government entities, including authorities, funds, regulators and state-backed companies, often sit at the intersection of public policy and commercial delivery, making leadership development a priority for reform continuity.

The timing also reflects a wider trend in the Gulf, where public institutions are investing heavily in human capital as governments seek to diversify economies, improve efficiency and build domestic expertise. Saudi Arabia has placed human capability development at the centre of its national transformation strategy, linking education, training and leadership preparation to competitiveness and institutional performance.

IPA has already worked with Harvard Business Impact on leadership programmes for senior officials, including tracks that used blended learning models and international expertise. The latest programme builds on that relationship by focusing specifically on future-proofing leadership, a concept that places emphasis on adaptability, strategic foresight and resilience in changing operating environments.

For senior leaders, the challenge is no longer limited to managing departments or implementing annual plans. They are expected to anticipate disruption, build collaborative systems, manage talent, use digital tools, and sustain reforms across multiple budget cycles. Training providers are consequently placing more attention on scenario planning, transformation leadership and decision-making under uncertainty.

The programme also points to the increasing professionalisation of leadership development within state institutions. Rather than relying solely on experience-based promotion, public organisations are building structured learning pathways that identify leadership gaps and prepare officials for higher responsibilities. This shift is intended to reduce institutional dependence on individual expertise and create broader leadership pipelines.

Amanat Holdings has completed its takeover of Cambridge Health Group after buying the remaining 10.03 per cent stake for AED105 million, giving the Dubai-listed healthcare and education investor full control of one of the Gulf’s largest post-acute and rehabilitation care platforms.

The transaction closes a phased acquisition process that accelerated this month, when Amanat first raised its holding in Cambridge Health Group from about 87 per cent to 90 per cent through the purchase of an additional stake of about 3 per cent from an existing minority shareholder. The latest deal takes ownership to 100 per cent and gives Amanat wider operational flexibility as it expands a business positioned at the centre of rising demand for long-term care, inpatient rehabilitation and post-hospital recovery services across the region.

Cambridge Health Group operates a network spanning the UAE and Saudi Arabia, with six hospitals and total bed capacity of 715, including 666 licensed beds. Its platform includes Cambridge Medical and Rehabilitation Centre and Sukoon, which was merged into Cambridge Health Group in 2023 to create a larger pan-GCC post-acute care provider. The group’s services cover complex rehabilitation, long-term care, transitional care and specialised clinical support for patients who no longer require acute hospital treatment but need structured recovery or continuing medical supervision.

The full acquisition strengthens Amanat’s healthcare portfolio at a time when post-acute care is becoming a more prominent part of regional healthcare planning. Ageing populations, higher survival rates after complex procedures, chronic disease prevalence and pressure on acute hospital beds have increased the need for dedicated rehabilitation and long-term care capacity. Across the GCC, more than 12,000 additional hospital beds are expected to be needed between 2024 and 2029, while Saudi Arabia is forecast to account for the majority of new requirements as its healthcare system expands under Vision 2030.

Cambridge Health Group reported revenue of AED404 million in 2025, up 11 per cent year on year, while EBITDA rose 14 per cent to AED100 million. Growth accelerated in the first quarter of 2026, with revenue up 27 per cent, EBITDA rising 49 per cent and profit increasing sixfold from the same period a year earlier. The performance has been driven by higher patient volumes, new licensed capacity and stronger utilisation in Saudi Arabia, where Amanat has been deploying capital to build scale.

Amanat’s latest move also follows a series of expansion steps within the Cambridge Health Group network. Cambridge Hospital Jeddah has expanded to 200 beds after refurbishment and is operating at more than 95 per cent utilisation. A further expansion of about AED100 million has been approved for the Jeddah facility, adding rehabilitation, outpatient and surgical capabilities and increasing inpatient rehabilitation capacity. The project is scheduled to launch in the first quarter of 2028 and is expected to broaden the group’s service mix in Saudi Arabia.

Cambridge Hospital Khobar, a 150-bed long-term care and post-acute rehabilitation facility, opened in November 2024 and has been ramping up through 2025 and 2026. During the first quarter of 2026, 41 additional beds were licensed in Khobar, taking licensed capacity there to 101 beds. Another 57 beds are expected to be licensed across Khobar and Dhahran during 2026. Amanat has deployed more than AED500 million across the Cambridge Health Group network to date, with much of the capital directed towards Saudi Arabia.

Dr Ali Saeed bin Harmal Aldhaheri, Amanat’s chairman, said completing the full acquisition marked “a defining moment” for the company and reflected its commitment to one of the most compelling healthcare businesses in the GCC. John Ireland, Amanat’s chief executive, said full ownership would allow the company to move faster in scaling the platform and capturing growth in a specialist segment where demand is structurally supported by demographic and healthcare trends.

For Amanat, the transaction comes after a stronger start to 2026. The company reported first-quarter revenue from continuing operations of AED298.5 million, up 24 per cent year on year, while EBITDA increased 27 per cent to AED106.5 million and profit rose 44 per cent to AED72.9 million. Cash and bank balances stood at about AED1.39 billion at the end of March, giving the group scope for further capital deployment across healthcare and education.

The UAE Cabinet has approved new rules barring children under 15 from using social media accounts, marking one of the region’s most direct interventions yet in the regulation of children’s digital lives.

The resolution was issued by the Cabinet chaired by Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister of the UAE and Ruler of Dubai, and applies to social media platforms whose services are available in the country or directed at users in the UAE. It sets 15 as the minimum age for social media use and prohibits younger children from creating, using or operating personal accounts.

The measure goes beyond account creation. Children below 15 will not be allowed to access full platform functions, including posting, commenting, sharing, joining public groups, entering open channels or taking part in large-scale interactive spaces. Platforms must put technical and administrative systems in place to enforce the ban, detect underage accounts and suspend or disable accounts created in breach of the resolution.

Children aged 15 and 16 will be permitted to use social media, but only under enhanced safeguards. These include age-appropriate content classification, restrictions on interaction with unknown users, limits on usage time and duration, and parental control tools that allow caregivers to configure permitted account settings. The resolution makes clear that parental consent cannot be used to override the prohibitions or restrictions.

The rules apply to platforms that allow users to create accounts or profiles, interact socially, publish or share content, or rely on algorithmic systems to display, rank or recommend material. The scope covers free and paid services, bringing major global platforms, short-video apps, messaging-linked social functions and algorithm-driven content networks within the regulatory net if they are accessible to users in the UAE.

Age verification is central to the framework. Platforms will no longer be able to rely on self-declared ages. They must adopt reliable verification mechanisms, including digital identity checks, AI-supported technologies such as biometric tools, or other systems approved by the Child Digital Safety Council. Verification systems must be accurate, transparent and subject to regular review, while complying with privacy and data-protection standards.

The resolution also restricts the commercial use of children’s data. Platforms are required to avoid targeted advertising based on tracking or behavioural profiling of children and must not exploit or process children’s personal data for commercial purposes linked to monitoring their digital activity. Data collection must be minimised, processing must be secure, and information must not be retained longer than strictly necessary.

Social media companies will have up to 12 months to bring their operations into compliance. During the transition, they are expected to coordinate with competent authorities and prepare technical, administrative and reporting systems. Oversight will be handled by the National Media Authority and the Telecommunications and Digital Government Regulatory Authority, each within its jurisdiction. Enforcement tools may include warnings, administrative penalties, and partial or full blocking of non-compliant platforms.

The Child Digital Safety Council will assess risks linked to children’s access to social media and propose measures to mitigate them in coordination with federal and local authorities. The council’s role places the new resolution within a broader digital safety framework that includes child rights, cybercrime, personal data protection, media regulation and child digital safety legislation.

The Cabinet move reflects growing official concern over children’s exposure to inappropriate content, unsafe online contact, excessive screen use and the collection of personal data by digital platforms. It also places clear duties on caregivers, who are required not to enable children to breach the rules, not to help bypass age checks, and to supervise permitted online activity.

The UAE’s decision follows a wider international shift towards tighter regulation of children’s access to social media. Australia has moved to block under-16s from major platforms, while several governments in Europe and Asia are considering or implementing stronger age-gating, parental control and platform-liability measures. The debate has intensified as policymakers weigh online safety, mental health concerns, privacy protection and children’s right to digital participation.

Investcorp has acquired a strategic stake in Metra, the UAE-headquartered IT distributor, in a deal that strengthens the Bahrain-based alternative investment manager’s exposure to the Gulf’s expanding digital infrastructure, artificial intelligence and cybersecurity markets.

The value of the transaction and the size of the shareholding were not disclosed. The investment gives Metra its first institutional shareholder and is intended to support the company’s expansion across the GCC and wider Middle East and North Africa, including potential acquisitions and preparations for a future initial public offering.

Metra, founded in 1982 and still controlled by its founding family, has developed into one of the region’s larger value-added technology distribution platforms. The GCC accounts for about 70 per cent of its revenue, with Saudi Arabia and the UAE forming its core markets. The company also has operations across the wider MENA region, including Egypt, where it maintains a leading position.

The business crossed $1 billion in sales in 2025, supported by demand from system integrators, resellers, retailers and wholesalers. Its distribution network includes partnerships with about 40 global technology brands, including Cisco, Dell, HP and Lenovo. Its portfolio covers AI solutions, cybersecurity, data centres, computing devices and a business-to-business online marketplace.

The acquisition comes as Gulf economies accelerate spending on digital transformation, cloud services, cyber resilience and AI-ready infrastructure. Saudi Arabia and the UAE are at the centre of this shift, with public-sector digital programmes, enterprise cloud migration and national AI strategies creating stronger demand for technology distributors that can connect global vendors with regional channel partners.

Metra’s positioning gives Investcorp exposure to a segment that is less capital-intensive than owning data centres directly but closely tied to the same spending cycle. Distributors with strong vendor relationships are becoming more important as enterprises seek integrated solutions rather than individual hardware purchases, particularly in cybersecurity, data storage, AI deployment and managed infrastructure.

Walid Majdalani, head of Investcorp Private Equity Emerging Markets, said the investment reflected the firm’s focus on high-value industries in the GCC, where national digital transformation, AI adoption and cybersecurity infrastructure were creating growth opportunities. He described Metra as a strategic player in that ecosystem.

Metra chairman Tarek Eissa said the entry of Investcorp marked a defining point in the company’s history and would help the business as it moves towards an IPO. Chief executive Mohammed Eissa said demand for AI solutions, cybersecurity and data centre infrastructure was accelerating across the GCC and beyond, giving the company scope to grow organically and through acquisitions.

The deal was made through Investcorp Saudi Pre-IPO Growth Fund LP, which targets companies with regional scale and potential public-market pathways. Metra is the fund’s fourth investment after NourNet, TruKKer and Salla, placing it alongside businesses linked to cloud connectivity, logistics technology and e-commerce enablement.

Investcorp has been widening its exposure to technology-led growth sectors while maintaining its broader alternative investment platform across private equity, real assets, credit and liquid strategies. The group manages about $62 billion in assets across three continents and has built a long presence in the Middle East, North America, Europe and Asia. Its private equity teams operate across several regions, with a dedicated focus on technology.

The Metra transaction also reflects a broader private-capital trend in the Gulf, where investors are seeking businesses that can benefit from AI and digital infrastructure spending without taking on the full development risk of large physical assets. Technology distributors with regional reach, vendor authorisations and channel depth are increasingly viewed as platforms that can consolidate fragmented markets.

Competition in the sector is intensifying as global technology manufacturers look to deepen regional distribution and service capabilities. Gulf enterprises are also demanding more localised support, faster implementation and stronger cybersecurity compliance as regulatory and data-sovereignty requirements evolve.

Doha’s 12th Islamic Finance Conference opened on Tuesday with artificial intelligence moving from a technology sidebar to the centre of debate over Shariah-compliant banking, waqf, zakat and digital markets.

The one-day gathering at Al Majlis Hall in the Sheraton Grand Doha was held under the patronage of Sheikh Mohammed bin Abdulrahman bin Jassim Al-Thani, Prime Minister and Minister of Foreign Affairs, and carried the theme “Islamic Finance in the Age of Agentic Systems.” The event was inaugurated by Sheikh Faisal bin Thani bin Faisal Al-Thani, Minister of Commerce and Industry, with Ghanem bin Shaheen bin Ghanem Al Ghanem, Minister of Endowments and Islamic Affairs, attending.

Organised by Bait Al-Mashura Finance Consultations in strategic partnership with Dukhan Bank, the conference brought together government bodies, international organisations, Islamic finance institutions, academics, technology specialists and Shariah scholars. Its agenda signalled a shift from general fintech adoption towards autonomous AI tools that can analyse data, execute tasks and support decision-making with limited human intervention.

Participants examined how agentic AI could be used by Islamic financial institutions while remaining within Shariah and legal controls. Discussions covered AI agents in financial services, automated trading, smart sukuk and the regulatory treatment of autonomous tools that may influence investment, credit, compliance and product design.

The choice of theme reflected a wider question confronting Islamic finance centres across the Gulf and Asia: whether innovation can be accelerated without weakening the principles of transparency, asset-backing, risk sharing and ethical governance that define the sector. For Qatar, the issue carries added weight as financial-sector modernisation forms part of broader economic diversification plans and as regulators support fintech and digital banking.

Sheikh Abdulla bin Fahad bin Jassim Al-Thani, chairman of Dukhan Bank’s board of directors, told the opening session that rapid advances in smart technologies were creating wider opportunities to reshape financial services. His remarks underlined a recurring theme: AI can raise efficiency, but it must be embedded in governance structures that clarify accountability when automated systems produce errors.

The conference also looked beyond banking. A track on waqf considered how AI agents could support the management and investment of endowments through better asset monitoring, beneficiary targeting, investment screening and long-term planning. Another session explored digital crowdfunding and crypto-asset-based models, areas attracting attention for both capital mobilisation and regulatory complexity.

Zakat governance formed another core strand. Speakers and researchers examined how intelligent systems could analyse zakat data, improve transparency, automate parts of collection and distribution, and link zakat institutions with sustainable development objectives. The debate pointed to a practical challenge for Islamic social finance: data-led tools may improve delivery, but public trust depends on auditability, human oversight and clear jurisprudential standards.

One of the more unusual themes focused on virtual influencers and their possible role in Islamic finance, waqf and charitable campaigns. The topic reflected the spread of AI-generated personalities in digital marketing and raised questions about disclosure, authenticity, consumer protection and the ethics of using synthetic figures to promote financial or charitable products.

The Doha Islamic Finance Conference Award was launched during the event as a global initiative to recognise achievements in Islamic economics and finance. Its introduction added an institutional element to a conference that has developed since its launch in 2010 into one of Qatar’s main platforms for debate on Islamic banking and Shariah governance.

The timing coincided with signs of steady growth in Qatar’s Islamic finance industry. Total Islamic finance assets in the country reached about QR718.5bn in 2025, up 5.3 per cent from a year earlier. Islamic finance activity spans banking, sukuk, takaful, investment funds and non-bank finance, with Islamic banking remaining the dominant segment.

Dubizzle Group has taken a strategic stake in Tern, a UAE rental rewards platform, in a move aimed at extending its property business beyond search listings into rent payments, loyalty benefits and landlord-facing digital services.

The investment, made through Dubizzle Group Ventures, will place Tern inside Bayut and dubizzle on an exclusive basis, allowing tenants to pay rent by credit card while earning rewards that can be redeemed across retail, travel and lifestyle partners. The companies are positioning the arrangement as a response to one of the biggest friction points in the UAE rental market: large recurring payments that are still often handled through cheques, bank transfers or fragmented property-management systems.

Tern, founded in 2024 by Said Al Sayyed and launched in May 2025, says more than AED150 million in annualised rent payment volume is already moving through its platform. The service allows tenants to use UAE-issued credit cards without an added tenant fee, while landlords receive the rent amount directly into their bank accounts. The model is designed to give renters more payment flexibility and give landlords, property managers and agents a more digital collection process.

For Dubizzle Group, the transaction fits a broader push to build a property ecosystem that follows users beyond the point of search and discovery. Bayut and dubizzle already sit at the centre of the UAE’s online property listings market, connecting tenants, buyers, landlords, sellers, brokers and agencies. Adding a rent-payment layer gives the group a route into post-listing services, where payment convenience, loyalty and tenant retention are becoming more important as rents remain elevated.

Haider Ali Khan, chief executive officer of Dubizzle Group UAE, said the company’s focus had moved beyond helping people find a home to solving problems across the wider property journey. He described rent as one of the largest recurring household expenses and said the traditional payment experience had offered limited flexibility or added value. The partnership with Tern, he indicated, was intended to create a more convenient rental payment process while opening fresh opportunities for landlords and agents.

Surya Raviganesh, who leads Dubizzle Group’s investments, said the group is seeking early-stage businesses that can create value around its property, automotive and consumer marketplaces. The company says its platforms draw about 58 million monthly visits and 20 million monthly users across the region, giving Tern potential access to a high-intent audience of renters and property professionals.

The timing is significant. Dubai’s rental market continued to expand in 2025, with registered tenancy contracts rising 6 per cent in volume and 17 per cent in value to 1.38 million contracts worth AED126.4 billion. That scale has made rent payments an attractive target for financial technology providers, banks, loyalty platforms and property portals seeking to digitise large household transactions.

The pressure on tenants has also increased interest in products that can spread, reward or simplify rental payments. Rent remains among the largest fixed expenses for households, particularly in Dubai and Abu Dhabi, where population growth, migration, job creation and limited ready supply in some communities have kept demand resilient. Although rental growth has shown signs of moderation in parts of the market, affordability and payment flexibility remain central concerns for residents.

Tern’s proposition is built around a four-step process: tenants link their lease, add a UAE credit card, the platform pays the landlord, and the tenant retains card-linked benefits such as points, miles or cashback. The platform also promotes rewards from everyday spending categories including food, entertainment, household goods, travel and family services. For landlords, the attraction lies in receiving the agreed rent on time while offering tenants a smoother payment method.

The model will still need to prove that it can scale while absorbing or managing payment-processing costs, maintaining compliance standards and preventing misuse. Credit-card rent payments can create value for users when fees are low or subsidised, but platforms in this space must balance rewards, merchant economics, bank relationships and risk controls. The durability of the business will depend on repeat usage, landlord acceptance and integration with property-management workflows.

Dubizzle Group’s move also shows how major classifieds platforms are trying to deepen monetisation around the property transaction chain. The group has added tools tied to valuation, verified market activity, broker visibility and property intelligence, including its acquisition of Property Monitor in 2025. Tern gives it exposure to another layer of the rental journey, where payments, data and loyalty can reinforce user engagement after a property has been selected.

For tenants, the integration could make rent payment more similar to other digital transactions, with app-based onboarding and rewards attached to spending that previously generated little benefit. For landlords and agents, the proposition is more operational: fewer manual steps, faster collection and a payment option that may make listings more attractive in a competitive rental market.

Riyadh Air has secured US permission to operate flights to and from the United States, clearing a key regulatory hurdle for the PIF-owned carrier as it accelerates its challenge to established Gulf aviation rivals.

The US Department of Transportation approved the airline’s authority after Riyadh Air applied last month for a foreign air carrier permit and exemption authority covering scheduled and charter services for passengers, property and mail. The decision gives the start-up carrier the legal basis to enter the US market once aircraft, route planning, airport slots and commercial arrangements are in place.

The approval comes days after Riyadh Air began operating its first London service using its new Boeing 787-9 Dreamliner fleet, moving beyond a long preparatory phase that involved certification work, brand launches, airline partnerships, aircraft orders and sales-system development. The carrier has also opened public ticket sales to multiple early destinations as it builds a network designed to connect Riyadh with major business, leisure and transit markets.

Founded in 2023 and wholly owned by the Public Investment Fund, Riyadh Air is Saudi Arabia’s second national airline after Saudia. Its mandate is wider than conventional route expansion: it is expected to support tourism, logistics, aviation employment and the broader effort to make Riyadh a major international hub under Vision 2030.

The carrier has told US regulators that it aims to serve more than 100 international destinations by 2030. Its first announced network includes London, Cairo, Dubai, Jeddah, Madrid and Manchester, with further destinations expected as more aircraft are delivered. Chief executive Tony Douglas has said the fleet is expected to reach eight aircraft by the end of July, with 22 cities targeted by March 2027.

The US approval strengthens the carrier’s international positioning at a time when Saudi Arabia is trying to expand aviation capacity sharply. The national aviation strategy seeks 330 million passengers a year, links to more than 250 destinations and cargo capacity of 4.5 million tonnes by 2030. Riyadh Air is being developed alongside airport expansion plans, including the proposed King Salman International Airport, which is intended to lift Riyadh’s long-term passenger-handling capacity.

The airline’s order book underlines the scale of the project. Riyadh Air has up to 72 Boeing 787-9 Dreamliners, 60 Airbus A321neo aircraft and up to 50 Airbus A350-1000 aircraft in its fleet plan. The 787s are central to early long-haul operations, while the A321neos are expected to support thinner regional and medium-haul routes. The A350-1000 order gives the carrier a long-range platform suitable for high-density intercontinental markets, including North America.

Riyadh Air’s US strategy is also tied to partnerships. The airline has announced or planned relationships with at least 10 carriers, including Delta Air Lines, which is due to launch nonstop Atlanta-Riyadh service on October 23, 2026. Delta and Riyadh Air signed a strategic cooperation agreement in 2024 covering future interline and codeshare connectivity, loyalty alignment, customer experience, digital cooperation and wider aviation services, subject to regulatory approval.

The Delta relationship is important because it gives Riyadh Air a potential North American distribution bridge before it operates its own US flights at scale. Delta’s Atlanta hub offers one-stop access to more than 150 US cities, while Riyadh Air’s future network would give Delta customers onward connections across Saudi Arabia, the Gulf, the wider Middle East and parts of Asia and Africa.

Competition is likely to sharpen once Riyadh Air adds US services. Saudia already links Saudi Arabia with selected US points, while Emirates, Qatar Airways and Etihad dominate much of the wider Gulf-to-North America premium traffic. Riyadh Air’s entry would give Saudi Arabia a second long-haul brand with a Riyadh-centred network, distinct from Saudia’s established operations from Jeddah and Riyadh.

The timing remains sensitive. Aircraft delivery delays across Boeing and Airbus have slowed expansion plans for several airlines, and Riyadh Air has already had to adjust its launch schedule around global supply-chain constraints. Regional airspace risks, fuel-price volatility and the high cost of building a premium long-haul network also add pressure to the start-up phase.

Dubai Chambers has used a London business dialogue to press Dubai’s case as a global base for British companies seeking expansion across the Gulf, Africa and Asia, as trade and investment links between the emirate and the United Kingdom gather pace.

The session, organised with the London Chamber of Commerce and Industry, brought together British investors and business leaders for discussions on market entry, sector opportunities and the support available to companies setting up or scaling operations in Dubai. Mohammad Ali Rashed Lootah, President and CEO of Dubai Chambers, attended the event, which forms part of a broader effort to convert stronger political and commercial ties into higher investment flows.

The dialogue placed Dubai’s regulatory framework, logistics infrastructure, financial services ecosystem, free zones and access to regional markets at the centre of its pitch. It also examined how British companies could use Dubai as a platform under the trade deal agreed between the United Kingdom and the Gulf Cooperation Council in May, although the legal text and entry-into-force procedures remain part of the next phase.

Lootah told participants that Dubai had become a preferred destination for British companies seeking to extend their presence across the Middle East and wider global markets, supported by an advanced economic model and a business-friendly environment. He said Dubai Chambers would work to help the United Kingdom’s business community benefit from the emirate’s competitive advantages while strengthening economic and investment ties.

The London engagement follows a sharp rise in British corporate activity in Dubai. A total of 562 new British companies joined Dubai Chamber of Commerce during the first quarter of 2026, taking active British member companies to 10,334 by the end of March. That represents growth of more than 330 per cent from 2,402 British member companies at the end of 2020.

Trade figures underline the shift. Non-oil trade between Dubai and the United Kingdom reached AED42.6 billion in 2025, compared with AED23.1 billion in 2021, a rise of 91 per cent over five years. The United Kingdom ranked 17th among Dubai’s largest international trading partners last year, placing it among the emirate’s more important developed-market corridors.

Wider bilateral trade between the United Kingdom and the United Arab Emirates reached £25 billion in the 12 months to the end of December 2025, with UK exports at £15.8 billion and imports at £9.3 billion. Services have become a notable growth area, with UK services exports to the UAE rising 13.5 per cent over the period, reflecting demand across finance, consulting, technology, education, aviation and professional services.

Dubai’s pitch to investors is also tied to the Dubai Economic Agenda D33, which seeks to double the size of the emirate’s economy by 2033 and place it among the world’s top three cities for business and investment. The strategy targets AED32 trillion in total economic output over a decade, AED25.6 trillion in foreign trade and AED650 billion in foreign direct investment.

The emirate has also been consolidating its appeal to multinational companies. Dubai International Chamber attracted 373 companies to the city in 2025, including 64 multinational corporations and 309 small and medium-sized enterprises. Dubai Chamber of Commerce recorded AED356.5 billion in member exports and re-exports in 2025, its highest annual total, while active membership reached 292,486 companies.

The London event builds on a memorandum of understanding signed in December 2024 between Dubai Chambers and the London Chamber of Commerce and Industry. That agreement set out cooperation on trade missions, investment promotion, conferences, exhibitions and data sharing, while also providing a framework to help London-based companies expand in Dubai and support Dubai businesses exploring opportunities in London.

Red Sea Global has opened Four Seasons Resort and Residences AMAALA at Triple Bay, bringing the developer’s second flagship destination into operation and adding a major luxury wellness asset to Saudi Arabia’s Red Sea tourism corridor.

The arrival of the first guests at the northwestern coastal property marks the operational start of AMAALA, a planned high-end wellness and lifestyle destination built around Triple Bay. The opening comes as Red Sea Global expands from The Red Sea, which began receiving guests in 2023, into a broader multi-destination portfolio under Saudi Arabia’s Vision 2030 economic diversification programme.

The resort, positioned on a sheltered bay with the Tabuk region’s mountains in the background, is being presented as the first anchor property in AMAALA’s wellness-led hospitality cluster. Its debut also follows a busy phase for Red Sea Global, which has been moving more hotel assets into service across its western coast developments as the Kingdom tries to convert heavy infrastructure spending into operating tourism capacity.

Four Seasons Resort and Residences AMAALA at Triple Bay comprises 202 rooms, suites and garden villas, all designed with Red Sea views, as well as 26 branded private residential villas. The residences range from 552 square metres to more than 1,000 square metres and include private pools, placing the project firmly in the ultra-luxury segment.

The wellness offer is built around the 2,095-square-metre HYLIAA Wellness & Spa, supported by a 511-square-metre fitness hub. Guests are being offered tailored programmes focused on movement, recovery and reconnection, including yoga, sound healing, guided walks, night hikes, visiting practitioners, cultural activities and wellness journeys spanning one to three days.

The opening gives AMAALA its first operating hotel and starts a phased roll-out expected to add more resorts at the destination during the year. Red Sea Global has described the Four Seasons property as the first of eight world-class resorts scheduled to welcome guests at AMAALA, alongside wider destination assets such as the yacht club, marina village and Corallium Marine Life Institute.

Corallium, designed by Foster + Partners, is central to the environmental positioning of Triple Bay. It is intended to support marine and coastal research, conservation and public engagement, with Four Seasons guests offered dedicated tours. Red Sea Global has set a target of increasing biodiversity in the Red Sea by 30 per cent by 2040 across its regenerative tourism programme.

The resort was designed by Dubai-based U+A architects and combines large-scale resort infrastructure with landscaping, water features and open-air spaces. Its facilities include five pools, a 900-metre private beach, six dining venues, a supervised Kids For All Seasons programme, a teen club and more than 1,000 square metres of event space.

Dining venues include MAA Social, focused on Middle Eastern coastal cuisine, OAASIS Lounge and ALMAA Pool & Bar, while ZAATAR, SAFAA Beach Bar and Lounge, and ROCK BAAR are expected to broaden the food and beverage offer as operations mature. The resort is also running opening packages with introductory rates, resort credits and wellness enhancements to attract early demand.

John Pagano, group chief executive of Red Sea Global, said the debut showed the company could deliver a world-class asset on schedule while combining commercial ambition with environmental and social impact. He described the opening as the first chapter in AMAALA’s emergence as a distinctive luxury wellness destination.

Rainer Stampfer, president of global operations for hotels and resorts at Four Seasons, said the Triple Bay opening strengthened the company’s partnership with Red Sea Global and reflected shifting expectations in luxury travel. Ulf Bremer, the resort’s general manager, is leading the property after more than three decades in international hospitality, including experience across the Middle East, Europe and Asia.

The project fits into a wider tourism build-out intended to help Saudi Arabia reach 150 million annual visits by 2030 and lift tourism’s contribution to the economy. Luxury Red Sea developments remain a high-profile part of that strategy, although policymakers have also signalled a push into mid-market and upper-mid-market accommodation to widen the visitor base beyond premium travellers.

Dubai will build 31 pedestrian bridges and tunnels across major corridors by 2030 under a five-year mobility plan aimed at cutting road risk, linking fast-growing communities and supporting a wider shift towards walking, cycling and e-scooter travel.

The Roads and Transport Authority has approved the 2026-2030 programme after technical and field studies covering population density, land-use patterns, proximity to tourist and commercial districts, and links with metro, tram, bus and marine transport stations. The new crossings will be concentrated on Sheikh Zayed Road, King Salman bin Abdulaziz Al Saud Street, Al Ittihad Road and Omar bin Al Khattab Street, where heavy traffic and expanding residential demand have sharpened the need for safer movement.

The plan extends a two-decade build-out of crossings across the city’s road network. Dubai had 26 pedestrian bridges and tunnels in 2006; by the end of 2025, that number had reached 178, a rise of 585 per cent. The next phase brings the network closer to the emirate’s broader walkability agenda, which seeks to make daily journeys less dependent on cars while improving public transport access.

Mattar Al Tayer, Director General and Chairman of the Board of Executive Directors of the authority, said the expansion reflects Dubai’s aim to provide a safe and sustainable mobility environment for all road users and to become a more pedestrian- and cyclist-friendly city. He said existing and planned crossings form an integrated pathway network linking residential communities with major destinations, encouraging residents to use soft mobility for first- and last-mile journeys.

The safety case has become central to the programme. Pedestrian fatalities dropped from 9.5 deaths per 100,000 people in 2007 to 0.22 in 2025, a 98 per cent decline. Officials link the improvement to grade-separated crossings, better road design, traffic management and enforcement, although Dubai’s growth means high-speed corridors remain a challenge.

Demand indicators also point to changing behaviour. Pedestrian trips increased from 307 million in 2023 to 326 million in 2025, while cycling trips rose from 46.6 million in 2024 to 57.3 million in 2025. Resident satisfaction with pedestrian infrastructure stood at 88 per cent, strengthening the case for shaded routes, direct crossings and continuous links between homes, workplaces and transit stops.

Three pedestrian and cycling bridges have already been completed as part of the wider programme. Two are on Sheikh Zayed Road and Al Khail Road, providing links across Al Sufouh and Dubai Hills, extending through Dubai Internet City, Barsha Heights and Al Barsha 3. The Sheikh Zayed Road bridge spans 528 metres and the Al Khail Road bridge extends 501 metres. Each is five metres wide, with a three-metre track for bicycles and e-scooters and a two-metre walkway.

A third completed bridge on Al Manara Street in Al Quoz Creative Zone supports movement within the district and towards nearby attractions. It is 45 metres long and 5.5 metres wide, with a clearance of six metres above the road and two ramps, each extending 210 metres. Its design was shaped to fit the creative district’s visual identity, marking a shift from purely functional crossings towards infrastructure that also contributes to the streetscape.

Three more bridges are under construction, including two of the largest pedestrian and cycling bridges in Dubai. One crosses Sheikh Mohammed bin Zayed Road at the Tunis Street-Al Nahda intersection, linking Muhaisnah 1 with Al Twar and onwards to Al Mamzar Beach. It is 554 metres long, 5.6 metres wide and has a clearance of 12.5 metres. Another crosses Dubai-Al Ain Road, linking Liwan with Nad Hessa in Dubai Silicon Oasis. That bridge is 730 metres long, 5.6 metres wide and stands 7.8 metres above the road.

The third bridge under construction forms part of the Al Mustaqbal Street Development Project. Located on Al Sukook Street, it is 44 metres long, 4.6 metres wide and 6.5 metres high, with lifts, staircases and an electromechanical systems room. Completion of the three bridges is expected in the first quarter of 2027.

DMCC has rolled out a business acceleration package aimed at lowering costs, freeing cash flow and giving companies in its 26,000-plus member ecosystem more room to expand as competition for global trade and investment intensifies.

The initiative offers licence renewal incentives, penalty waivers, administrative flexibility and set-up discounts for new entrants, positioning the Dubai business district to support established firms and companies weighing entry into the emirate. The measures arrive as businesses face tighter margins, higher compliance demands and a shifting trade landscape shaped by geopolitical risk, financing costs and movement of capital between regional hubs.

For existing companies, the package offers discounts of up to 25 per cent on multi-year licence renewals. Members committing to two years can receive a 15 per cent discount, while three-year renewals qualify for 20 per cent and five-year renewals for 25 per cent. Firms seeking to expand within the district are also being offered a 20 per cent discount on additional licences, giving larger trading, technology and service groups a lower-cost route to add entities or activities.

The package removes late-payment burdens. Penalties of up to AED5,000 for delayed licence renewals and AED1,000 for late Business Centre lease renewals are being waived, while some administrative requirements are being eased for a limited period. Non-Flexi Desk members will be able to move to Flexi Desk arrangements without paying security deposits or change-of-address fees, a step designed to help smaller firms manage office commitments and working-capital pressure.

Ahmed Bin Sulayem, Executive Chairman and Chief Executive Officer of DMCC, said companies were operating in a faster and more competitive business environment. He said the package would give members greater flexibility on licence renewals, simplify administrative processes and allow more effective use of existing resources. The objective, he said, was to create clearer routes for expansion, new company formation and long-term resilience in global markets.

The measures are aimed at attracting new companies. New businesses can receive a 10 per cent discount on one-year licence packages and 20 per cent on multi-year set-ups, subject to exclusions for selected programmes. Additional incentives apply to companies establishing themselves in DMCC Premium Offices at Jewellery & Gemplex, where savings exceed 15 per cent on one-year packages and 20 per cent on multi-year commitments.

The Jewellery & Gemplex offer underlines DMCC’s attempt to combine cost relief with sector-specific clustering. The district has built its profile around commodities, precious stones and metals, energy, agri-products, digital assets and professional services, while its newer growth has been driven by technology, finance and wealth-linked businesses. DMCC added more than 2,300 companies in 2025, pushing its total membership above 26,000 and making technology its largest ecosystem with more than 4,000 firms.

The acceleration package fits a wider shift among free zones and business districts in the Gulf, where competition is moving beyond basic licensing and tax advantages towards retention, flexibility and industry networks. Dubai’s economic agenda seeks to double the size of the emirate’s economy by 2033 and expand foreign trade and investment flows, leaving business districts under pressure to convert company registrations into deeper operating activity, employment and long-term investment.

Cost-management support has become more significant as companies reassess cash buffers and expansion plans. For small and medium-sized enterprises, licence fees, office commitments and penalties can affect hiring, procurement and market-entry decisions. For larger groups, multi-year discounts can improve predictability at a time when regional headquarters, logistics platforms and finance operations are being reorganised across the Gulf.

DMCC’s latest move also reflects the maturity of Dubai’s free-zone model. The district is no longer competing only for first-time registrations; it is trying to increase renewal rates, encourage existing members to scale inside the same ecosystem and strengthen links between trade, finance and technology. Its consultant incentive programme has also been widened, with higher commissions and broader eligibility across successful company registrations during the offer period.

Abu Dhabi’s International Holding Company has begun an AED1.8 billion share repurchase, opening the first tranche of an approved AED5 billion buyback after a sharp rise in first-quarter profit and continued expansion across its investment portfolio.

The initial purchase, launched on 12 June, represents 36 per cent of the total programme approved by shareholders at the company’s annual general assembly on 16 March and disclosed later that month. IHC said the programme will be carried out in tranches, with purchases made periodically and disclosed through the Abu Dhabi Securities Exchange and the company’s investor channels.

International Securities LLC has been appointed to manage and execute the purchases on IHC’s behalf. The repurchase will be conducted under ADX trading rules, placing the transaction within the exchange’s framework for listed-company buybacks rather than a one-off negotiated purchase.

The move marks IHC’s second share buyback programme and adds a capital return component to a year already defined by aggressive portfolio management, investment gains and expansion into financial services, technology, energy, mining, real estate and infrastructure. Share buybacks typically reduce the number of shares in circulation, which can lift earnings per share and signal management confidence, although the actual effect depends on execution price, market conditions and the final treatment of repurchased shares.

The scale of the first tranche is modest against IHC’s market value, which was around AED840 billion after the shares traded near AED385 on ADX at the end of the week. The full AED5 billion authorisation amounts to less than 1 per cent of that market capitalisation, suggesting the programme is aimed more at capital discipline and market signalling than a material restructuring of the equity base.

IHC’s financial backdrop has strengthened the case for a controlled buyback. Revenue rose 33.2 per cent year on year to AED31.4 billion in the first quarter of 2026, while profit after tax increased 98.5 per cent to AED8.2 billion. Total assets stood at AED445.3 billion, with return on equity at 17.8 per cent. The company also reported broad contributions from real estate and construction, marine and dredging, energy and mining, financial services, technology, and hospitality and leisure.

Chief executive Syed Basar Shueb has framed the programme as part of “disciplined capital allocation” and sustainable value creation for shareholders. The message is consistent with IHC’s strategy of recycling capital from non-core or minority holdings while retaining firepower for acquisitions in sectors where it seeks scale or control.

That strategy has become more visible over the past year. The group has outlined plans to exit minority investments worth $20 billion to $25 billion over an 18-month period where those stakes are not central to its long-term positioning. It has also continued to pursue controlling or strategic stakes, including a $1 billion investment to acquire a majority position in Sammaan Capital, while its subsidiaries and platforms have expanded in asset management, finance, digital infrastructure and industrial ventures.

IHC’s evolution from a relatively small listed business into one of the world’s largest investment companies has made its capital actions closely watched across Gulf markets. The group says it has more than 1,300 subsidiaries and interests across a wide range of sectors, with an investment model shaped by Abu Dhabi’s broader push to deepen capital markets, expand private-sector champions and channel long-term capital into strategic industries.

Dubai Future Foundation has graduated 160 students from the second cohort of the Dubai TKS – Knowledge Society programme, marking a sharp expansion of the emirate’s effort to build early-stage talent in artificial intelligence, robotics, climate technology, biotechnology and advanced computing.

The students, aged 13 to 17 and drawn from a range of nationalities, completed the 10-month programme at a ceremony held at the Museum of the Future. Enrolment rose 77 per cent from the first edition, taking the total number of Dubai TKS graduates to 250 across two cohorts. Applications for the 2026-2027 cohort have now opened.

The programme, delivered by Dubai Future Foundation in partnership with TKS Global, is designed to expose school students to real-world technology challenges normally associated with universities, research centres and corporate innovation labs. Participants worked on projects involving satellites, supersonic air travel, data storage, clean energy, biosensors, nanomedicine, geospatial AI and wearable optical technologies.

Dubai’s second cohort also joins a wider TKS network of more than 5,500 participants across over 500 cities, giving students access to mentors, founders, technologists and alumni working in innovation-driven fields. The Dubai edition places particular emphasis on practical problem-solving, public presentation, teamwork and technical literacy rather than conventional classroom assessment.

The latest group worked on challenges set by international organisations, companies and platforms, including the United Nations, XPANCEO and Lovable. The UN-linked challenges covered satellite connectivity systems, clean energy innovation, hybrid living data storage, the future of supersonic travel, wearable biosensors for internal health conditions and nanomedicine applications.

One student track explored how geospatial AI could support conflict mitigation and assess risks linked to pastoral migration in rural areas, an area where climate pressure, scarce resources and mobility patterns increasingly overlap. Other teams examined vision protection in space, athlete recovery, AI-powered product creation and collaborative creator hubs.

Alia Al Mur, Chief Transformation and Partnerships Officer at Dubai Future Foundation, said Dubai was investing in young people by giving them the skills, networks and opportunities needed to help shape the future. She said the programme was helping develop talent capable of building practical solutions to global challenges using advanced technologies.

Navid Nathoo, founder of TKS, said the cohort had shown the ability to identify problems, think independently and turn ideas into action. He said students had worked on challenges spanning AI, climate technology, health and advanced computing while building the confidence to lead in a more complex world.

Sahil Arora, TKS Dubai Program Director, said students had tackled challenges that many people do not encounter until far later in their careers, including satellite mesh networks, solar energy concepts and stem cell therapies for cancer treatment. He said the most important outcome was not only the projects produced, but the confidence, curiosity and ambition developed during the programme.

The graduation comes as Dubai continues to build a wider ecosystem around future skills, digital economy growth and learner-centred education. The emirate’s education strategy places greater emphasis on personalised learning, research, innovation and readiness for a changing labour market, while its economic agenda seeks to deepen Dubai’s role as a global hub for knowledge, technology and entrepreneurship.

The Dubai TKS model differs from traditional enrichment programmes by bringing teenagers into contact with industry-style problems, mentor feedback and emerging technology themes at an early stage. Students are introduced to artificial intelligence, synthetic biology, brain-computer interfaces, longevity, blockchain, battery technology, robotics, cancer solutions, the metaverse and moonshot thinking.

Weekly sessions and project work are structured to help participants move from broad exposure to focused research, then to practical proposals and presentations. The programme also introduces students to mental models, first-principles thinking, root-cause analysis, communication skills and professional networking.

L’Oréal Middle East has signed the UAE Climate-Responsible Companies Pledge, placing the beauty group’s regional operations under a national framework that asks private companies to measure emissions, set reduction plans and align business decisions with the UAE’s Net Zero by 2050 pathway.

The pledge was announced at the third L’Oréal For the Future Summit in Dubai, where the company positioned climate action, refillable products and more sustainable retail operations as central to its next phase of growth in the region. The move strengthens L’Oréal Middle East’s public commitments as the UAE shifts corporate climate action from voluntary ambition towards measurable implementation, with businesses facing growing expectations on carbon reporting, resource efficiency and supply-chain accountability.

The UAE Climate-Responsible Companies Pledge, initiated by the Ministry of Climate Change and Environment, calls on companies to track and disclose greenhouse-gas emissions, develop science-based decarbonisation plans, embed mitigation and adaptation into operations, and encourage suppliers, employees and consumers to take part in climate action. It has drawn companies from banking, real estate, energy, transport, retail and professional services as the country seeks deeper private-sector participation in its climate neutrality strategy.

For L’Oréal Middle East, the signing extends a sustainability programme being rolled out across products, offices, retail materials and logistics. The company has said its regional strategy is anchored in L’Oréal for the Future, the global programme built around four pillars: stewarding the climate transition, safeguarding nature, driving circularity and supporting communities. Group-level 2030 targets include a 57 per cent reduction in absolute Scope 1 and 2 greenhouse-gas emissions compared with 2019 and a 28 per cent reduction in selected Scope 3 emissions linked to purchased goods and services, upstream transport, distribution and business travel.

The group says it reached 100 per cent renewable energy use across operated sites and stores where it holds electricity subscriptions by the end of 2025. Within the UAE, its climate push has included renewable energy use at its Dubai office, lower-carbon logistics initiatives with partners and the expansion of refillable or reusable formats in fragrance, skincare, haircare and makeup. The company has also worked with retailers to reduce the environmental footprint of point-of-sale material, an area that often receives less attention than packaging.

Refillable beauty products are expected to form one of the most visible elements of the company’s UAE strategy. At earlier editions of its summit, L’Oréal Middle East outlined plans with Sephora to increase the availability of refillable, refill and reusable products from its luxury brands, supported by digital campaigns and in-store visibility. The same collaboration set a target for 75 per cent eco-designed point-of-sale materials in Sephora stores by 2027 and 100 per cent by 2030, under a model focused on reducing weight and replacing conventional materials with lower-impact alternatives.

The pledge lands as the UAE tightens its climate governance. Federal Decree-Law No. 11 of 2024 on the Reduction of Climate Change Effects applies to emissions sources across the country, including free zones, and creates a legal basis for emissions management, climate adaptation planning and a national carbon credit registry. The law reinforces a policy environment in which corporate climate claims are likely to face sharper scrutiny from regulators, investors and consumers.

L’Oréal’s regional leadership has framed sustainability as a business transformation rather than a marketing campaign, but implementation will be judged on verifiable outcomes. The beauty industry faces difficult emissions challenges because much of its footprint sits outside offices and factories, in ingredients, packaging, logistics, retail display, consumer use and end-of-life disposal. Gulf demand adds complexity, particularly where premium beauty relies on high levels of packaging, imported stock and energy-intensive retail environments.

Consumer behaviour will be another test. Surveys show strong environmental awareness in the UAE, but the shift from awareness to changed purchasing habits is slower when refills cost more upfront, are less familiar or require specific retail infrastructure. For L’Oréal and its retail partners, success will depend on making refill formats convenient, desirable and widely available.

Dubai has established the Dubai Longevity Authority under Law No. 17 of 2026, setting up a dedicated regulator to oversee one of the fastest-growing areas of healthcare, wellness and life sciences as the emirate seeks to build a global hub for advanced medicine and healthy ageing.

The law was issued by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai. The new authority will regulate the full longevity ecosystem, from research and development to clinical trials, manufacturing, treatment delivery and patient care, giving investors, healthcare operators and researchers a clearer framework for work in a sector where scientific promise is expanding faster than conventional regulation.

His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister and Minister of Defence of the UAE, and Chairman of The Executive Council of Dubai, will serve as President of the authority under Decree No. 14 of 2026. Helal Saeed Almarri, Director General of the Dubai Department of Economy and Tourism, has been appointed Chairman under Decree No. 15 of 2026.

The Dubai Longevity Authority will be responsible for developing and applying a science-driven and risk-proportionate regulatory system for longevity therapies, preventive health interventions, biotechnology-led treatments and advanced clinical services. Its mandate gives Dubai a single institutional platform to supervise a sector that includes precision medicine, regenerative therapies, genetic and cellular research, wellness diagnostics, preventive programmes and technology-enabled models of care.

Sheikh Mohammed said the true wealth of nations lies in their people, and that investment in health, quality of life and human capacity has remained central to Dubai’s development model. He said Dubai aims to be at the forefront of healthcare by using life sciences, biotechnology and medical innovation to develop solutions that improve quality of life and advance human health.

The move is closely aligned with the Dubai Economic Agenda D33 and the Dubai Social Agenda 33. Both strategies place strong emphasis on quality of life, high-value economic sectors, talent attraction, future industries and stronger public services. Healthy life expectancy has become a central measure of competitiveness for cities seeking to attract skilled workers, entrepreneurs, researchers and long-term investors.

Dubai’s decision comes as the global longevity industry shifts from niche wellness products toward regulated medical science. The sector is drawing investment into preventive diagnostics, personalised treatment, biological ageing research, digital health monitoring and therapeutic technologies aimed not merely at extending lifespan but at improving healthspan, the period in which people live in good health.

The authority is expected to work with Dubai Health Authority, Dubai Health, Dubai Municipality and Dubai Future Foundation to align sector development with international standards. This coordination will be important because longevity-related services touch several regulatory areas, including clinical safety, medical licensing, laboratory standards, consumer protection, data governance, research ethics and investor oversight.

Helal Saeed Almarri said the longevity, wellness and advanced health sector is one of the world’s fastest-growing economic frontiers, and that Dubai is positioning itself to capture the opportunities it presents. He said the new authority will provide regulatory certainty across the value chain, from research and trials to manufacturing and patient care, while attracting investment, industrial capability and specialised talent.

The creation of a dedicated regulator may help Dubai distinguish itself from markets where longevity services remain fragmented between wellness operators, private clinics, technology firms and research centres. Clear licensing rules could become a competitive advantage for an industry that faces scrutiny over unproven therapies, exaggerated marketing claims and uneven patient protections.

Dubai’s healthcare economy has expanded over the past decade through medical tourism, hospital investment, specialist clinics, digital health systems and public-private partnerships. The emirate has positioned itself as a regional destination for advanced care, supported by strong aviation links, private capital, healthcare free zones and a growing base of international medical professionals. Longevity regulation adds another layer to that strategy by moving into higher-value science-led healthcare.

The wider UAE has also been building momentum in precision medicine and healthy ageing. The longevity market in the country has been estimated to rise from $19 billion in 2020 to $32 billion in 2026, driven by demand for preventive medicine, lifestyle health, genomics, artificial intelligence-led diagnostics and personalised care. A global population aged 60 and above is projected to double to 2.1 billion by 2050, creating pressure on health systems and opening opportunities for cities able to combine regulation, research and investment.

Hafeet Rail has completed 40 per cent of the Oman-UAE railway link, moving the Gulf’s first cross-border rail connection into a more advanced construction phase as work accelerates across tunnels, bridges, earthworks and logistics facilities along the corridor.

The company, a joint venture between Etihad Rail, Oman Rail and Mubadala Investment Company, said the milestone covers civil works and major structures on the 238-kilometre line connecting Sohar Port with the UAE national rail network through Al Ain. The project is designed to carry both freight and passengers, creating a direct rail artery between two of the Gulf’s most active trade corridors.

The progress update comes as track installation begins on sections of the route, marking a shift from large-scale ground preparation and structural works towards rail systems delivery. More than 27 million cubic metres of earthworks have been completed, concrete works have crossed 100,000 cubic metres, and 80 structures are under construction at different stages. The project has also recorded more than 10 million safe working hours without major injuries, a key operational marker for a complex infrastructure programme cutting across urban, industrial and mountainous terrain.

The railway will run through strategic locations including Sohar, Al Buraimi, Wadi Al Jizzi and Al Ain, linking ports, industrial zones, logistics hubs and population centres. The alignment includes bridges, tunnels, underpasses, box culverts and flood-protection works, reflecting the engineering challenges posed by wadis, mountain formations and cross-border transport requirements.

Passenger trains are planned to operate at speeds of up to 200 kilometres per hour, reducing travel time between Sohar and Abu Dhabi to about 100 minutes and between Sohar and Al Ain to around 47 minutes. Freight trains are expected to run at up to 120 kilometres per hour, offering a faster and lower-emission alternative to road freight for bulk cargo, containers, industrial goods, food products and other cross-border shipments.

Hafeet Rail is being positioned as a key component of a wider Gulf rail integration plan, although regional rail connectivity has moved unevenly over the years because of funding, technical and coordination issues. The Oman-UAE section is viewed as one of the most advanced cross-border components under development, supported by the UAE’s completed freight network and Oman’s push to strengthen Sohar’s role as a logistics and industrial gateway.

The project’s strategic value lies in its ability to connect Sohar Port with the UAE’s domestic rail network, which links major ports, industrial clusters and logistics centres across the Emirates. That connection could allow cargo to move from Oman into the UAE and onward to regional markets with fewer delays at road borders and lower dependence on long-haul trucking.

For Oman, the line strengthens Sohar’s position in regional trade at a time when the sultanate is seeking to expand non-oil activity, attract manufacturing investment and develop logistics as a pillar of economic diversification. For the UAE, the corridor extends the national rail network’s regional reach and supports Abu Dhabi’s ambition to deepen links with neighbouring economies through integrated transport infrastructure.

The railway also carries diplomatic and commercial significance. It reflects closer economic coordination between Muscat and Abu Dhabi, particularly in logistics, energy, manufacturing and tourism. Cross-border passenger services could support business travel, tourism and family movement, while freight services are expected to benefit companies operating between ports, free zones and industrial estates in both countries.

The project has evolved from the Oman and Etihad Rail Company structure announced in 2022 into the Hafeet Rail identity unveiled in 2024. Preparatory works began after the shareholders moved ahead with construction agreements, including civil works and systems contracts involving regional and international engineering groups. The current phase covers tunnelling, bridge construction, systems preparation and track works, with operational timelines still dependent on construction progress, testing, certification and border procedures.

Industrial and Commercial Bank of China Limited’s Dubai branch is marketing dual-currency green bonds, offering investors a dollar floating-rate tranche and a renminbi fixed-rate tranche as sustainable debt issuance continues to gain traction across Gulf capital markets.

The proposed three-year dollar notes carry initial price guidance at the Secured Overnight Financing Rate plus 90 basis points, while the three-year offshore renminbi tranche is being marketed at a benchmark yield in the 2.15 per cent area. The bonds, labelled as China-Arab states renewable energy cooperation themed green bonds, are expected to be rated A1 by Moody’s, matching the lender’s long-term foreign-currency deposit rating profile. ICBC’s published rating table lists A1 from Moody’s and A from S&P for its long-term foreign-currency deposit ratings.

The Dubai branch, rated A1 stable by Moody’s and A stable by S&P, is part of ICBC’s international funding platform and operates from the Dubai International Financial Centre. The branch has been used in previous offshore green bond transactions, reflecting Dubai’s role as a regional listing and distribution hub for Asian issuers seeking Middle East liquidity. ICBC’s Dubai operation obtained its DIFC licence in 2013 and is regulated by the Dubai Financial Services Authority.

The latest marketing exercise follows a series of multi-currency green bond deals by ICBC and its overseas branches. Nasdaq Dubai last year welcomed three green bond listings worth $1.72 billion from ICBC branches in Dubai, Hong Kong and Singapore under the bank’s $20 billion global medium-term note programme. Those listings lifted the exchange’s green bond segment and reinforced ICBC’s standing as a major Chinese issuer in Dubai’s debt market.

The use-of-proceeds label gives the transaction a policy dimension beyond routine bank funding. The China-Arab states renewable energy theme points to growing financial links between Chinese lenders and Gulf-based capital pools at a time when both sides are expanding investment in solar, wind, grid infrastructure, storage, electric mobility and transition-linked industrial projects. ICBC’s 2025 green bond assessment documents identified photovoltaic, wind power and urban rail transit projects as eligible uses for proceeds in a related carbon-neutrality bond structure.

Green bond investors are expected to examine the transaction’s allocation framework, reporting commitments and project eligibility criteria, particularly as global scrutiny of labelled debt has intensified. ICBC’s green bond framework says proceeds may finance or refinance eligible green assets that support low-carbon and sustainable economic activity, while the international Green Bond Principles emphasise transparent use of proceeds, project evaluation, proceeds management and reporting.

The dollar floating-rate format offers protection against changes in short-term US rates, while the CNH fixed-rate tranche targets investors seeking offshore renminbi exposure. The combination allows ICBC to reach two investor pools at once: global accounts active in dollar bank paper and regional or Asia-linked investors looking for renminbi assets with a green label.

Market conditions for sustainable debt have become more selective, but highly rated bank issuers continue to draw attention because their securities combine liquidity, recognised credit profiles and established documentation. Moody’s expects global sustainable bond issuance to remain around $900 billion in 2026, including about $530 billion of green bonds, with supply shaped by refinancing needs, regulation and issuer appetite for labelled funding.

The Gulf market has also become more active in sustainable finance as sovereigns, banks, utilities and infrastructure developers use green and sustainability-linked instruments to finance energy transition programmes. Dubai has positioned itself as a regional centre for conventional bonds, sukuk and ESG-linked issuance, helped by demand from both regional institutions and international asset managers.

For ICBC, the transaction extends a pattern of using offshore branches to diversify funding currencies and broaden investor reach. The lender has issued multiple green and carbon-neutrality themed notes through Hong Kong, Singapore, Dubai and other centres, using proceeds for assets aligned with clean energy, low-carbon transport and environmental objectives.

Pricing will depend on final demand, order-book quality and broader rate-market sentiment. The initial spread of SOFR plus 90 basis points for the dollar tranche gives investors a starting point against other short-dated senior bank paper, while the renminbi tranche will be judged against offshore yuan liquidity and comparable high-grade Chinese financial issuers.

The transaction also comes as China’s financial institutions are working to deepen cross-border green finance links under broader trade and investment channels with the Middle East. Gulf investors have shown interest in Asian credit where issuer ratings are strong and maturities are short, while Chinese banks continue to use Dubai as a platform for regional distribution, treasury operations and client financing.

The OPEC Fund for International Development has mandated a no-grow €500 million five-year fixed-rate benchmark bond, returning to Europe’s public debt market as highly rated supranational borrowers continue to draw demand from investors seeking secure income.

Initial price thoughts for the Regulation S senior unsecured issue have been set at mid-swaps plus 29 basis points. The expected issue rating is aligned with the Vienna-based institution’s AA+ issuer ratings from S&P Global Ratings and Fitch Ratings, both carrying stable outlooks. BofA Securities, Crédit Agricole CIB, Deutsche Bank and Goldman Sachs Bank Europe SE have been appointed joint lead managers for the transaction, which will be issued under the OPEC Fund’s Global Medium Term Note Programme.

The no-grow format signals that the borrower intends to cap the deal at €500 million rather than enlarge the size if demand exceeds supply, a feature often used by supranational and agency issuers to preserve pricing discipline and support secondary-market performance. The five-year maturity also places the transaction in a liquid part of the euro curve, where official institutions, bank treasuries and real-money accounts have maintained appetite for short-to-medium duration paper amid uncertain rate expectations.

The deal would add another euro-denominated line to the OPEC Fund’s public funding curve after its €500 million September 2030 sustainability bond last year, which opened a new currency channel for the institution and attracted a multi-billion-euro order book dominated by central banks and official institutions. That transaction broadened the Fund’s investor base beyond its established dollar programme and marked an important step in diversifying funding sources.

The OPEC Fund has become a regular issuer in international capital markets since launching its first benchmark bond in 2023. It has raised close to $6 billion through public benchmarks and private placements, including dollar and euro debt, as part of a strategy to expand lending capacity while maintaining a conservative financial profile. Its January 2026 dollar benchmark, a $1.25 billion five-year bond, extended its curve and drew strong demand.

Proceeds from the Fund’s debt issuance support development finance operations, including sovereign and private-sector lending, trade finance, guarantees and risk-sharing facilities. The institution, established in 1976 and headquartered in Vienna, works across energy, transport, agriculture, water, health, education and financial inclusion. It has committed more than $32 billion to projects in over 125 countries, with total project costs exceeding $240 billion.

The borrower’s high-grade status rests on strong capital adequacy, a high-quality loan portfolio, prudent risk management, liquidity buffers and a record of preferred creditor treatment. The stable outlooks attached to its ratings indicate expectations that these credit strengths will remain intact even as the Fund increases market borrowing to support a wider development mandate.

The timing of the euro transaction comes as fixed-income investors weigh elevated sovereign supply, shifting inflation expectations and the European Central Bank’s pause after last year’s rate reductions. The deposit facility rate stands at 2.00 per cent, the main refinancing rate at 2.15 per cent and the marginal lending rate at 2.40 per cent. Benchmark euro yields have moved in a narrow range this week, with investors balancing geopolitical risk, energy-price concerns and monetary policy signals.

For supranational, sovereign and agency issuers, the market backdrop remains constructive but selective. High-rated borrowers have continued to find demand when deals offer scarcity value, familiar credit profiles and transparent use-of-proceeds frameworks. At the same time, investors have shown discipline on pricing as heavier public-sector supply and changing swap-spread dynamics influence relative-value decisions.

Oman is moving to convert fiscal repair and regulatory reform into a stronger claim on international capital, positioning the International Financial Centre of Oman as the centrepiece of a drive to attract financial institutions, fund managers and professional services firms.

The push comes as Muscat benefits from a restored investment-grade profile after several years of debt reduction, spending restraint and higher policy credibility under Oman Vision 2040. The country has moved from pressure on its sovereign ratings to a more stable footing, with major rating agencies placing it at the lower end of investment grade and maintaining stable outlooks as debt metrics improve.

The International Financial Centre of Oman was established by Royal Decree 8/2026 on January 12, giving it legal personality as well as financial and administrative independence. It reports to the Deputy Prime Minister for Economic Affairs, a structure intended to give the centre a direct link to national economic policy while separating its operations from ordinary administrative channels.

Its purpose is to offer investors a jurisdictional framework that can support cross-border finance, asset management, family offices, fintech, insurance, capital markets activity and advisory services. The model is designed to mirror practices used in leading financial centres, with specialised supervision and legal certainty for firms dealing with international counterparties.

The initiative places Oman in a competitive Gulf landscape shaped by Dubai International Financial Centre, Abu Dhabi Global Market and Qatar Financial Centre. Those centres have used common-law-style structures, independent regulators and specialist courts to attract banks, funds, law firms and wealth managers. Oman’s challenge is to differentiate itself through cost, access to growth sectors, regulatory efficiency and its position between Gulf, Asian and East African trade routes.

Economic conditions have become more supportive. Growth accelerated during 2025, helped by non-hydrocarbon activity in construction, tourism, logistics, agriculture and fisheries, while inflation stayed subdued. Fiscal performance also improved, with the overall balance remaining in surplus despite softer oil prices and government debt falling to about 36 per cent of gross domestic product by September 2025.

The improvement has strengthened investor confidence, but it has not removed structural vulnerabilities. Oman remains exposed to oil and gas cycles, and external balances can weaken when energy prices fall. The current account moved into deficit in 2025, underlining why policymakers are pressing ahead with diversification, capital-market deepening and private-sector investment.

IFC Oman is therefore being framed as more than a financial free zone. It is part of a broader effort to create high-value services around the country’s investment pipeline, including logistics hubs, green hydrogen, renewable energy, manufacturing, mining, tourism and special economic zones. Duqm remains a central pillar of that strategy, with new agreements worth billions of dollars adding momentum to industrial and clean-energy projects.

The financial centre could help Oman retain more of the advisory, legal, fund-structuring and treasury work linked to those projects. Large regional transactions are often structured through established financial centres elsewhere in the Gulf or through offshore jurisdictions. A credible domestic platform could allow Oman to capture more professional-services revenue while giving investors clearer channels to deploy capital.

Regulatory credibility will be decisive. Investors will judge IFC Oman by the quality of licensing, dispute resolution, insolvency rules, anti-money-laundering controls, tax clarity and the independence of its supervisory architecture. The centre’s ability to attract anchor tenants will also matter, particularly banks, asset managers, insurers, legal firms and corporate service providers with international client bases.

Muscat has been strengthening its financial framework through banking, securities, tax and fiscal reforms. The banking system is well capitalised, liquid and profitable, providing a stable base for deeper capital markets. Authorities have also been urged to advance macroprudential policy, improve crisis management and broaden financing options for small and medium-sized enterprises.

Emirates Global Aluminium has built new STEM laboratories in schools and universities across the UAE, expanding an education-industry programme aimed at preparing students for technical careers in manufacturing, engineering and advanced industrial sectors.

The facilities have been developed with Al Samha School, Al Rahba School, Al Falahiya School, Dubai National School, Zayed University and the Higher Colleges of Technology. More than 2,600 students a year are expected to benefit directly from the labs, which are designed to give learners practical exposure to engineering, fabrication and product development methods used in industry.

The initiative marks a further step in EGA’s efforts to connect classrooms with the requirements of the country’s industrial strategy. The company, the UAE’s largest industrial enterprise outside oil and gas, employs more than 1,500 science, technology, engineering and mathematics professionals, including more than 500 UAE nationals. Its latest education investment is intended to build early interest in technical careers while giving teachers and trainers access to equipment and instruction that can be used in practical learning.

EGA is also overseeing training for educators on how to use the new equipment effectively. That element is central to the programme because the success of school and university labs depends not only on capital investment but also on whether teachers can turn equipment into structured project work. The labs are expected to support hands-on tasks that help students move beyond textbook learning and apply science and engineering concepts to design, testing and production problems.

Abdulnasser Bin Kalban, chief executive officer of Emirates Global Aluminium, said the company was built on science, technology, engineering and mathematics, and that these capabilities were essential for both EGA and the country. He said empowering students with technical experience would help bridge the gap between education and industry while inspiring stronger interest in STEM careers across the UAE.

The new labs sit alongside EGA’s wider student outreach work, including Engineer the Future, which has reached more than 36,000 students from over 128 schools since its launch in 2017. The programme introduces pupils to the real-life application of STEM skills in areas such as Industry 4.0, sustainability, materials science and the circular economy.

EGA’s Aluminium Design and Innovation Challenge has also become a major channel for youth engagement. More than 300 teams from schools across the UAE participated in the 2025 edition, almost double the 163 teams that took part in 2024. The challenge is run with the UAE Ministry of Education and targets students from grades nine to 12, asking them to use aluminium to address practical problems in architecture, product design, sustainable mobility and space solutions.

The 2025 competition shortlisted 63 teams, with first-place winners coming from Fatima Al Zahraa School in architecture, Nahel School in product design, Dubai National School – Barsha in space solutions, and Jameela Buheired School in sustainable mobility. Students were mentored by EGA engineers over four weeks and given resources to develop their projects, adding an industry-linked layer to classroom learning.

The expansion comes as the UAE increases investment in future skills across public education. Artificial intelligence has been introduced as a formal subject in public schools from kindergarten to grade 12 from the 2025-2026 academic year, reflecting a broader policy push to align education with a technology-led economy. STEM labs, industry mentoring and design challenges form part of the same shift towards applied learning.

For EGA, the programme also supports Operation 300bn, the national industrial growth strategy that seeks to increase the industrial sector’s contribution to the economy and strengthen advanced manufacturing. Aluminium remains a strategic sector because of its role in construction, transport, packaging, renewable energy infrastructure and high-value manufacturing.

The initiative also reflects a growing trend in the UAE education sector: companies are no longer limiting youth engagement to scholarships or site visits, but are investing in equipment, competitions and teacher training that bring industrial practice into schools and universities. This approach can help students understand career pathways earlier, while giving employers a stronger pipeline of future technical talent.

UAE nationals building new private homes can claim VAT refunds on a wider range of construction-related expenses under a Federal Tax Authority initiative that broadens relief for citizens at a time of elevated residential building costs.

The initiative, now active, applies to eligible refund claims submitted on or after 1 January 2026 and is expected to lift the value of approved homebuilding VAT refunds above AED1 billion this year, compared with about AED754 million in 2025. The expansion is linked to the UAE’s Year of Family and is designed to reduce the cost burden on citizens constructing homes for their own use or for their immediate families.

The new scope allows claims for additional items that form part of the residence, including fixtures and fittings, provided they are incorporated into the property and are not intended for commercial, rental or investment use. The additional categories include staff quarters for watchmen, drivers and domestic workers, home gyms, games rooms, integrated security systems and smart home systems, along with built-in components.

Abdulaziz Al Mulla, Director General of the FTA, said the measure reflected national efforts to support social stability and improve services for citizens. He said the initiative established clear mechanisms to facilitate VAT refunds for new home construction while maintaining transparency and compliance requirements.

The financial impact for individual applicants could be significant. Wider eligibility is expected to generate average savings of about AED25,000 per claim, depending on the scale and composition of the project. The benefit comes on top of the existing framework that permits UAE nationals to recover VAT incurred on qualifying goods and services used in building a new residence.

The scheme is available only to a natural person who is a UAE national. Applicants must provide supporting identification and family documentation and must show that the property is a new private residence occupied by the applicant or the applicant’s family. The residence must contain basic living facilities such as sleeping quarters, washrooms and cooking areas. Properties built for leasing, resale, business activity or mixed commercial use remain outside the purpose of the relief.

The FTA’s digital refund platform has been updated to display the categories of eligible expenses approved under the initiative. Applications can be submitted through EmaraTax, the EmaraTax app and the Maskan app. The authority’s service card lists the Maskan submission time at about three minutes and EmaraTax at about 15 minutes for the first phase, with applications processed once all required documents are received.

Applicants are required to submit documents including Emirates ID details, family data or family book information, the property completion or occupancy certificate, an IBAN letter, approved architectural plans, the first building permit, construction and consultancy contracts, quantity tables, full tax invoices and proof of payment. The authority may request further documents during verification. The service is free, and completed applications are expected to be processed within 25 working days after all requirements are met.

The application deadline remains a key compliance point. Refund requests must generally be filed within 12 months from the date of completion of the newly built residence. A separate claim may be made for retention payments, subject to the applicable deadline and documentation standards. Applicants who hold an expense certificate from Emirates Development Bank may benefit from an expedited procedure.

The expansion follows a broader overhaul of guidance for the homebuilding refund system earlier this year. The updated framework clarified the distinction between expenses incorporated into the residence and personal or lifestyle items that do not qualify. Construction materials, contractor services and built-in systems may be eligible when they become part of the building, while furniture, standalone appliances, landscaping, swimming pools and other non-structural items generally remain excluded.

The measure also strengthens the role of digital compliance in the refund process. Maskan enables citizens to record tax invoices during construction, generate barcodes for suppliers to link invoices to the applicant’s account, and view an estimated refund based on recorded costs. This is intended to reduce errors, improve invoice traceability and help applicants avoid disputes over eligibility.

The homebuilding refund programme has grown steadily since VAT was introduced in 2018. By June 2025, about 38,000 applications had been approved, with refunds worth AED3.2 billion. That compared with about 31,000 approved applications worth AED2.54 billion a year earlier. Between June 2024 and June 2025, more than 7,000 additional applications were approved, with refunds totalling AED653.1 million.

Wizz Air will introduce Starlink-powered internet across its fleet from 2027, making one of Europe’s most cost-focused airlines the first ultra-low-cost carrier on the continent to commit to satellite connectivity at scale and raising fresh questions over how far budget aviation can stretch beyond its bare-fare model.

The Hungary-based airline plans to install the SpaceX service on its next-generation aircraft, offering passengers high-speed, low-latency internet at cruising altitude. The rollout is expected to cover millions of travellers across Wizz Air’s network, which spans Europe, North Africa, the Middle East and parts of Asia, and is being framed as a shift from treating onboard connectivity as a premium add-on to making it part of the standard travel experience.

The move is significant because ultra-low-cost carriers have traditionally avoided expensive cabin extras unless they could be turned into ancillary revenue. Wizz Air’s model has been built around dense seating, quick aircraft turnaround, direct sales, paid baggage, priority boarding and optional services. Adding satellite internet, especially if offered without a passenger charge, introduces a cost line that rivals have been reluctant to absorb.

Wizz Air has not disclosed the commercial terms of its agreement with Starlink. That omission leaves open key questions over installation costs, monthly connectivity fees, aircraft downtime during retrofitting and the impact of antennas on fuel burn. Satellite equipment adds weight and drag, both of which matter sharply in a sector where margins are thin and fuel remains one of the largest operating costs.

The decision nevertheless gives Wizz Air a first-mover marketing advantage at a time when airline passengers increasingly expect uninterrupted connectivity. Streaming, messaging, work calls, online shopping and social media use have turned in-flight internet from a business-class convenience into a mainstream expectation, particularly among younger travellers and short-break passengers who form a substantial part of Wizz Air’s customer base.

Starlink’s aviation business has expanded quickly as airlines seek faster alternatives to older in-flight Wi-Fi systems. Its low-Earth-orbit satellite network is designed to reduce latency compared with traditional geostationary satellite services. That makes it more suitable for video calls, streaming and real-time applications, although performance can still depend on aircraft installation, route coverage, network congestion and regulatory approvals in different jurisdictions.

Wizz Air’s chief commercial officer Ian Malin has positioned the rollout as an extension of the airline’s accessibility pitch, arguing that passengers should not have to choose between low fares and reliable internet. Starlink Enterprise Sales vice-president Jason Fritch has said the system is designed to keep passengers and crew connected at 30,000 feet from departure to arrival.

The initiative comes as Wizz Air works through a difficult operating cycle. The airline has faced aircraft groundings linked to Pratt & Whitney geared turbofan engine inspections, higher maintenance costs, geopolitical disruption and pressure on profitability. It operates an all-Airbus A320-family fleet and has been building its long-term strategy around A321neo aircraft, which carry more passengers and lower unit costs when fully utilised.

Passenger demand has remained resilient. Wizz Air carried 69.7 million passengers in its 2026 financial year and reported strong traffic growth in May 2026, supported by capacity increases and high load factors. Its fleet stood at 264 Airbus A320 and A321 aircraft at the start of June, giving the Starlink plan substantial scale if implementation proceeds across the network.

The competitive implications extend beyond Wizz Air. Ryanair, Europe’s largest low-cost carrier, has previously expressed interest in free onboard Wi-Fi but has warned that current technology could impose heavy annual costs because of drag and fuel penalties. EasyJet has also been cautious on economics. Full-service and hybrid carriers, including those under large airline groups, have moved faster, using free or improved Wi-Fi as part of broader customer-experience upgrades.

For Wizz Air, the challenge will be converting connectivity into measurable commercial value. Free internet could improve brand perception, support loyalty, increase direct engagement through the airline’s app and open opportunities for onboard retail, advertising and data-led services. It could also help differentiate the carrier in markets where fares are often closely matched and customers compare airlines on convenience as well as price.

Riyadh Air has opened ticket sales for daily flights between Dubai and Riyadh from 18 June, adding a new premium operator to one of the Gulf’s busiest business and leisure corridors as Saudi Arabia accelerates plans to turn its capital into a global aviation hub.

Flights will operate between Dubai International Airport and King Khalid International Airport using Boeing 787-9 Dreamliners, placing wide-body capacity on a route already served heavily by Emirates, flydubai, Saudia, flynas and flyadeal. The Dubai-Riyadh service, operating as RX0244, is scheduled to leave Dubai at 6.30pm and arrive in Riyadh at 7.20pm local time. The Riyadh-Dubai leg, RX0243, is scheduled to depart the Saudi capital at 2.05pm and reach Dubai at 5pm.

Tickets are available through Riyadh Air’s website, mobile app and travel partners, marking a key step in the airline’s transition from controlled launch operations to broader commercial availability. The carrier had earlier used a phased entry model, with London Heathrow positioned as its first international route and Dubai identified as the next major destination in its initial network plan.

The Dubai route is strategically important because it links two of the region’s most active commercial centres. Riyadh is at the centre of Saudi Arabia’s Vision 2030 investment programme, while Dubai remains the Gulf’s dominant aviation, finance, logistics and tourism hub. The route supports corporate travel, government-linked business, tourism, events traffic and family travel across a corridor where demand has remained resilient despite regional airspace disruptions affecting some foreign carriers.

Riyadh Air’s entry will also test the carrier’s ability to compete on service, schedules and brand positioning in a market where travellers already have frequent direct options. The wider Riyadh-Dubai market has more than 250 weekly flights in June, underlining both the scale of existing capacity and the challenge facing a new entrant. Wide-body Dreamliner operations may help Riyadh Air differentiate its product, particularly for premium passengers and travellers connecting onward through Riyadh.

The airline is wholly owned by Saudi Arabia’s Public Investment Fund and was announced in 2023 as a central element of the kingdom’s aviation strategy. Its stated target is to serve more than 100 destinations by 2030, helping Riyadh become a larger long-haul transfer point and supporting national ambitions to attract 150 million annual visitors by the end of the decade. The plan complements wider airport expansion, tourism development and investment in logistics and hospitality.

Fleet growth is critical to that strategy. Riyadh Air has placed a major order for Boeing 787-9 aircraft and has also moved to build a short- and medium-haul fleet through Airbus A321neo aircraft, giving it a mix of long-range and regional capability. Boeing delivered the airline’s first two 787 Dreamliners in early June, strengthening its ability to begin a broader commercial schedule after months of preparation, route planning and partnership-building.

Dubai is part of a first wave of destinations that also includes London, Jeddah, Cairo, Madrid and Manchester. Jeddah gives the carrier a domestic trunk route with religious, business and leisure demand, while Cairo offers scale and diaspora traffic. Madrid and Manchester extend the network into European markets beyond London, giving Riyadh Air early visibility among business travellers, tourists and Saudi outbound passengers.

The carrier is being led by chief executive Tony Douglas, the former Etihad Airways chief executive, and has positioned itself as a digitally led airline rather than a conventional flag-carrier replica. Its Sfeer loyalty programme, app-based booking tools and premium cabin proposition are being used to build brand recognition before the network reaches scale. Riyadh Air has also signed commercial and strategic agreements with several global airlines, including carriers in Europe, Asia and North America, to support future connectivity.

For Dubai passengers, the new service creates another direct option to Riyadh at a time when the Saudi capital is drawing higher volumes of corporate travel linked to construction, finance, entertainment, technology and consulting. Major projects under Vision 2030, new headquarters rules for regional businesses and expanded events activity have increased travel demand into Riyadh, although hotel capacity, airport processing and schedule reliability will remain important tests as volumes grow.

Orange Jordan and Deutsche Gesellschaft für Internationale Zusammenarbeit have convened private-sector roundtables under the PASS programme, widening efforts to connect startups with established companies as Jordan pushes entrepreneurship-led job creation and digital growth.

Three sessions were held in Amman, Irbid and Aqaba under the title Private Sector Roundtable – PASS Project, bringing together startups, corporate representatives and ecosystem partners to examine how young businesses can secure market access, supply-chain entry points and commercial partnerships. The discussions focused on practical barriers facing entrepreneurs, including weak buyer links, limited visibility with larger companies and the difficulty of converting early-stage products into sustainable business contracts.

PASS, formally known as Private Sector Access to Support Startups, is being implemented through the Entrepreneurship for Sustainable Economic Development and Employment project. The project is carried out in cooperation with the Ministry of Digital Economy and Entrepreneurship and co-funded by Germany’s Federal Ministry for Economic Cooperation and Development and the European Union in Jordan.

Orange Jordan’s entrepreneurship arm, BIG by Orange, is playing a central role in the initiative, using its startup network and private-sector reach to support participating ventures. The programme is designed to help 130 startups through October 2026, with support centred on skills development, targeted training, mentorship and structured engagement with companies that may become clients, suppliers, distributors or strategic partners.

The roundtables mark a shift from conventional startup training towards market-driven support. Rather than focusing only on incubation, the sessions sought to identify where young companies can fit into existing value chains and how larger firms can engage startups without treating them as peripheral innovation showcases. For entrepreneurs, that distinction is important because access to procurement channels, pilot contracts and repeat customers often matters more than visibility at startup events.

Jordan’s entrepreneurship sector has long benefited from a strong pool of educated young people, a growing digital-services base and policy support for technology-led growth. Yet many startups still struggle to scale beyond early customers. Funding gaps, fragmented support services, narrow domestic demand and limited commercial links with larger firms have slowed the transition from promising ideas to viable employers.

That challenge is closely tied to the labour market. Jordan continues to face high unemployment, with joblessness above 21 per cent in 2025 and youth unemployment close to 39 per cent. Female unemployment remains significantly higher than male unemployment, underlining the need for inclusive programmes that create pathways into work beyond the public sector and traditional employment channels.

PASS is positioned within that broader economic context. By improving startup readiness and helping entrepreneurs engage private-sector buyers, the programme aims to increase productivity, raise sales and improve the capacity of young companies to employ people. The approach reflects a growing policy preference for entrepreneurship programmes that measure success not only by the number of startups trained but also by revenue growth, business linkages and durable jobs.

Jordan’s digital transformation strategy for 2026–2028 also gives the initiative added relevance. The strategy places technology, innovation, digital inclusion and private-sector participation at the centre of economic development. Startups operating in digital services, green solutions, business services and technology-enabled sectors are viewed as potential contributors to productivity and employment, particularly outside the capital.

The inclusion of Irbid and Aqaba alongside Amman indicates an effort to spread entrepreneurship support beyond the main business centre. Amman remains Jordan’s dominant hub for technology, finance and corporate headquarters, but governorates such as Irbid and Aqaba offer different opportunities linked to education, logistics, tourism, trade and services. Expanding support across governorates can help reduce regional disparities if programmes are matched with actual market demand.

Private-sector participation will be central to the programme’s effectiveness. Startups commonly need clearer procurement rules, faster feedback from corporate partners and realistic pilot opportunities. Larger companies, in turn, need confidence that startups can meet standards on delivery, compliance, cybersecurity, pricing and after-sales support. Roundtables can help bridge that gap, but sustained follow-up will determine whether discussions become contracts.

Orange Jordan’s involvement also reflects the growing role of telecom operators in entrepreneurship ecosystems. Telecom groups increasingly support startups through accelerators, digital centres, mentorship, connectivity, cloud services and access to business networks. For Orange Jordan, the PASS programme fits with its broader positioning as a digital-economy partner and supporter of youth skills, entrepreneurship and community development.

Dubai World Trade Centre generated a record AED25.03 billion in economic output in 2025, underscoring the growing weight of large-scale business events in Dubai’s wider growth strategy and its push to deepen links with global trade, investment and innovation networks.

The 2025 performance, equal to about $6.82 billion, marked a 12 per cent year-on-year rise and was driven by 108 large-scale exhibitions, international association conventions and industry conferences. The events drew more than 2.18 million participants, including nearly 947,000 overseas attendees, confirming the venue’s role as one of the region’s most important platforms for business tourism and industry collaboration.

Gross Value Added to Dubai’s economy reached AED14.66 billion, the highest annual impact recorded by DWTC. The outcome strengthens the link between the emirate’s meetings, incentives, conferences and exhibitions sector and the Dubai Economic Agenda D33, which aims to double the size of the city’s economy by 2033 and position it among the world’s leading urban centres for business, investment and talent.

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, said the record performance reflected global confidence in Dubai’s infrastructure, business environment and capacity to connect people, ideas and capital. He said Dubai’s rise as a hub for international events had been shaped by the leadership of Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister and Ruler of Dubai.

International visitors remained a key driver of the economic gains. Overseas attendees accounted for 44 per cent of total participation and spent an average of more than AED9,900 per event, almost seven times the level attributed to local attendees. Their contribution was supported by longer stays, air travel, hotel bookings, retail purchases, restaurants, transport and companion travel.

Overseas visitors stayed an average of 5.6 days per event, with 22 companions for every 100 attendees. That pattern extended the benefits of DWTC’s calendar beyond exhibition halls into hospitality, aviation, retail, food and beverage, entertainment and government services, reinforcing the cross-sector nature of business events in Dubai’s economy.

Direct spending across sectors linked to DWTC events reached AED13.48 billion in 2025. Accommodation accounted for AED3.79 billion, followed by travel and transport at AED2.98 billion, retail trade at AED2.55 billion, restaurants and food and beverage at AED2.1 billion, business entertainment at AED1.81 billion, and government services at AED252 million.

Every AED1 spent at a DWTC event generated AED5.5 in total economic output across the city. The multiplier highlights the venue’s role not only as a conference and exhibition centre, but as a catalyst for demand across supply chains, services, tourism and employment.

Economic activity from the 2025 events supported more than 94,000 jobs across the MICE industry and related sectors, up 10 per cent from 2024. These jobs generated more than AED4.7 billion in disposable household income, a 13.6 per cent increase from the previous year.

Helal Saeed Almarri, Director General of DWTC Authority, said 2025 was a record year across multiple indicators, highlighting the scale and resilience of Dubai’s business events ecosystem. He said DWTC’s ability to convene global industries had strengthened Dubai’s position as a centre for commerce, innovation and international cooperation.

Healthcare and medical events, food and beverage, and ICT, electronics and emerging technology were the strongest sectors by economic contribution. Together, they accounted for 55 per cent of total GVA, generating more than AED8.1 billion for Dubai’s economy. These sectors also attracted 48 per cent of total attendees and 59 per cent of international participants.

Healthcare and medical led the sector table with 20 events and more than 434,000 attendees, generating AED3.73 billion in GVA. Food and beverage followed with seven events and more than 280,000 participants, contributing AED2.38 billion. ICT, electronics and emerging technology hosted seven events, attracted more than 337,000 attendees and generated AED1.99 billion.

Qatar Airways has raised its Dubai schedule from two to five daily flights, restoring greater capacity on one of the Gulf’s busiest short-haul business and leisure corridors as regional carriers rebuild networks for the summer travel season.

The expansion covers services between Hamad International Airport in Doha and Dubai International Airport, with the increase being introduced in stages from 5 June. The airline moved from two to three daily flights at the start of the rollout, with a fourth daily service scheduled from 15 June and a fifth daily flight planned during the summer period.

The additional services will be operated with Boeing 777 and Airbus A350 aircraft, giving the route a sizeable wide-body capacity boost. The use of larger aircraft underlines the commercial importance of the Doha-Dubai corridor, which serves point-to-point passengers, business travellers and long-haul connecting traffic through Qatar Airways’ global hub.

The move marks a significant step in the carrier’s broader restoration of UAE operations. Qatar Airways resumed daily flights to Dubai and Sharjah on 23 April, before restoring Abu Dhabi services with double-daily passenger flights in May. The latest Dubai increase brings the carrier’s UAE network closer to the level needed to support peak summer movement across the Gulf, South Asia, Europe and Africa.

Dubai remains one of the region’s most competitive aviation markets, with heavy demand from corporate travel, tourism, expatriate movement and connecting passengers. The city’s airport handled record passenger volumes in 2025 and is forecast to approach 100 million passengers in 2026, reinforcing its role as the world’s busiest international travel hub.

For Qatar Airways, the added frequencies provide greater schedule flexibility on a route where timing matters as much as capacity. More daily departures allow passengers to connect through Doha with shorter waiting times, particularly on long-haul journeys to Europe, North America, Africa and Asia. The frequency increase also strengthens the airline’s ability to compete with direct and hub-based rivals serving UAE passengers.

The airline has been expanding after a period of network disruption across parts of the Middle East. Its 2025/26 financial year showed resilience despite operational pressures, with the group carrying 41.8 million passengers and maintaining a broad international network through Hamad International Airport. The latest Dubai increase fits into a wider push to restore and expand flights across the region and beyond.

The deployment of Boeing 777 and Airbus A350 aircraft is also notable because both aircraft types are central to Qatar Airways’ long-haul and premium-service positioning. On a short regional sector, wide-body operations can improve seat availability, premium cabin access and cargo capacity, while helping the airline feed long-distance services from Doha.

The Doha-Dubai market has a distinctive profile. Flight time is short, but passenger demand is shaped by business schedules, onward connections, tourism, family travel and labour mobility. The route also benefits from strong two-way economic links between Qatar and the UAE, which have deepened through trade, investment, hospitality, sports, construction and finance.

The expansion comes as Gulf aviation continues to show strong demand despite pressure from fuel costs, aircraft delivery delays and periodic airspace disruption. Major carriers in the region are balancing growth ambitions with operational caution, using high-demand regional routes to improve connectivity and protect network efficiency.

Dubai’s aviation ecosystem adds further weight to the decision. The city’s hotels, exhibitions, financial services sector and year-round tourism calendar help sustain passenger volumes beyond traditional holiday peaks. Increased Doha-Dubai capacity will also offer another option for travellers from Dubai seeking access to Qatar Airways’ long-haul network without relying solely on direct services from the UAE.

Hamad International Airport has positioned itself as a premium transfer hub, while Qatar Airways continues to use network density as a competitive tool. More Dubai flights improve the airline’s ability to capture passengers who value both regional access and international connectivity, particularly where departure timing and transit convenience influence booking decisions.

The increase also reflects a broader normalisation of regional travel patterns. Air links between Qatar and the UAE have regained strategic importance as airlines rebuild frequencies and compete for passengers moving across the Gulf. The route’s phased expansion suggests Qatar Airways is matching capacity with demand rather than making a single-step jump, reducing operational risk while testing load factors through the summer.

Bahrain-based Investcorp has launched an Artificial Intelligence Investment Framework to guide its investment decisions across private equity, real assets and credit, positioning the technology as a central factor in deal screening, portfolio construction and value creation across its global alternatives platform.

The framework, set out in a new report, formalises how the Manama-headquartered firm will assess AI-led opportunities and risks at a time when private markets managers are under pressure to show discipline in a sector marked by rapid adoption, high valuations and uneven commercial outcomes. The initiative places AI inside Investcorp’s core investment process rather than treating it as a separate thematic strategy.

Investcorp said the framework will be applied across sourcing, diligence, investment committee work, portfolio monitoring and operational improvement within portfolio companies. The firm is targeting businesses and assets that are mission-critical, data-rich and resilient, where AI can improve productivity, scalability and profitability without weakening underwriting standards.

Mohammed Alardhi, executive chairman of Investcorp, said artificial intelligence represents “a fundamental shift in how value is created across the global economy,” adding that private markets require a selective, cross-platform approach rather than indiscriminate exposure to the technology cycle. Rishi Kapoor, vice-chairman and chief investment officer, said AI is being embedded “from sourcing and diligence through to portfolio management and value creation,” describing it as a lens for assessing opportunities, managing risk and enhancing performance.

The move comes as alternative investment firms are racing to adapt their operating models to AI. Large private equity groups have been building internal AI teams, signing partnerships with technology providers and pushing portfolio companies to automate workflows, improve pricing, strengthen customer analytics and reduce costs. At the same time, investors have grown more cautious about areas where capital inflows have already compressed returns, particularly data centres and high-profile AI infrastructure plays.

Investcorp’s approach reflects that tension. Kapoor said at Davos earlier this year that the firm was not pursuing large data centre investments because heavy capital inflows had reduced prospective returns. Instead, the firm has been focusing on domestic professional, commercial and healthcare services, IT services and transportation, with an emphasis on businesses offering clearer risk-return profiles and some insulation from geopolitical shocks.

That stance is consistent with the new framework’s emphasis on selectivity. Rather than simply chasing companies branded as AI beneficiaries, Investcorp is seeking areas where AI can be measured through operational gains, stronger margins, better customer retention or improved decision-making. The strategy also recognises that AI can disrupt existing holdings, especially in software, outsourcing, media, business services and other sectors where automation can alter pricing power and labour intensity.

Investcorp, founded in 1982, manages about $62bn in assets and operates across private equity, real assets, credit and liquid strategies. Its private equity activity includes mid-market buyouts, growth investments and GP staking, while its real assets platform covers infrastructure and property. Its credit business spans collateralised loan obligations, broadly syndicated loans, structured credit and middle-market direct lending.

The firm’s AI framework is expected to influence how it evaluates new acquisitions and monitors existing investments. In private equity, the focus is likely to fall on whether companies can use AI to improve sales productivity, procurement, customer service, compliance, product development and finance functions. In real assets, AI may help assess demand patterns, energy use, building operations, logistics networks and infrastructure resilience. In credit, it can support borrower analysis, portfolio surveillance, documentation review and early-warning systems for stress.

The launch also comes during a period of broader adjustment in private markets. Higher interest rates over the past two years have made leverage more expensive, slowed exits and forced managers to focus more heavily on operational value creation. AI offers a potential route to margin expansion, but the technology also introduces fresh diligence challenges, including data quality, cyber risk, intellectual property exposure, regulatory scrutiny and questions over whether productivity gains can be converted into durable cash flows.

Private markets firms are also facing closer scrutiny from limited partners over how they use AI internally. Faster research and diligence tools can improve productivity, but investors expect stronger governance around model reliability, data privacy, bias, human oversight and accountability. Investcorp’s framework attempts to address these concerns by linking AI deployment to disciplined underwriting and risk management rather than presenting technology adoption as an automatic source of returns.

Competition in the field is intensifying. Global buyout houses have been moving beyond passive exposure to AI by helping portfolio companies identify use cases and negotiate access to software, cloud and cybersecurity tools. Several managers have formed partnerships with major technology companies to speed up deployment across hundreds of portfolio businesses. For mid-market-focused firms, the challenge is to convert AI from a boardroom theme into measurable improvements at companies that may lack large internal technology teams.

PIF and Talaat Moustafa Group Saudi for Real Estate Development have signed a memorandum of understanding to explore mixed-use real estate projects across Saudi Arabia, advancing the sovereign fund’s push to build liveable urban districts as part of its 2026-2030 strategy.

The non-binding agreement covers potential co-operation at PIF-owned developments and projects across the kingdom, including residential, commercial, hospitality, retail and integrated urban communities. The two sides will assess opportunities where PIF’s capital base, investment network and project pipeline can be combined with Talaat Moustafa Group’s experience in large-scale master-planned developments.

The agreement, announced in Riyadh on 7 June 2026, places urban development and livability at the centre of PIF’s next phase of domestic investment. The fund has reorganised its portfolio around six integrated economic ecosystems, with urban development designed to support housing supply, quality-of-life improvements, commercial districts, community spaces and essential services.

The partnership is expected to create a framework for identifying viable projects, structuring future investment opportunities and drawing additional investors into later phases. It is also intended to support knowledge transfer and widen the role of private-sector firms as developers, suppliers, partners and investors in Saudi real estate.

PIF has made housing and urban infrastructure a major pillar of its domestic strategy. Its urban development ecosystem is linked to the national target of raising Saudi home ownership to 70 per cent by 2030, while also expanding commercial space and creating districts that combine homes, offices, hospitality, retail, leisure and public amenities. The fund’s portfolio already includes several major real estate platforms and landmark developments, including Roshn Group, New Murabba, Jeddah Central and King Abdullah Financial District.

Talaat Moustafa Group Saudi brings the regional track record of its parent group, which has spent more than five decades developing integrated communities, residential districts, hotels and resorts. The group’s portfolio includes large-scale projects in Egypt such as Madinaty, Al Rehab, Noor Smart City, Celia and SouthMED, alongside hospitality assets that have expanded its role beyond conventional residential development.

The Saudi arm has been building its market presence through Banan Al Riyadh, a major residential community in Al-Fursan district in the north-east of Riyadh. The development spans more than 10 million square metres and includes villas, apartments, family housing, commercial centres and community facilities. The project has been promoted as an integrated living community combining residential density, services and lifestyle amenities.

TMG’s Saudi platform brings together Talaat Moustafa Group’s development expertise with AlMuhaidib Group’s local presence. Its work in the kingdom has also been supported by a partnership with the National Housing Company, which has played a central role in expanding housing supply and enabling private developers to participate in large residential schemes.

The MoU comes as Saudi Arabia’s property market continues to attract developers, contractors, consultants, financiers and global design firms seeking exposure to Vision 2030-linked projects. Riyadh remains the main focus of demand, driven by population growth, corporate relocation, public investment and a pipeline of giga-projects and mixed-use districts. Jeddah, the Eastern Province and emerging tourism destinations are also drawing capital as the kingdom broadens development beyond traditional urban centres.

For PIF, the arrangement reflects a wider strategy of using partnerships to accelerate project delivery without relying solely on direct state-led execution. The fund has increasingly positioned itself as an anchor investor and ecosystem builder, bringing in developers, lenders, operators and international expertise to expand capacity across priority sectors.

The deal also underscores a shift in Saudi real estate from stand-alone housing projects towards integrated districts where residential units are linked to retail, hospitality, offices, green spaces, transport connections and social infrastructure. That model is central to the government’s quality-of-life agenda and is intended to create communities that retain residents, attract talent and support non-oil growth.

The non-binding nature of the MoU means specific projects, financing structures, timelines and equity commitments will depend on further studies, internal approvals and regulatory clearances. No project value has been disclosed, and the agreement does not by itself guarantee that any development will proceed.