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.

Saudi Arabia has set out fresh conditions for non-resident foreign companies seeking to own real estate in the kingdom without carrying out business operations, adding a more formal registration route for overseas entities under the Investor Guide 2026.

The update by the Ministry of Investment creates a defined process for companies that want to hold property as an asset, rather than enter the Saudi market through a commercial presence. It requires applicants to submit home-country corporate documents, appoint an authorised representative in the kingdom, and complete procedures through official digital channels before pursuing property ownership.

The measure marks another step in Riyadh’s wider overhaul of real estate and investment rules as it seeks to draw foreign capital into housing, commercial property, tourism assets and urban development projects linked to Vision 2030. It also reflects a tighter regulatory approach aimed at separating passive property ownership from active economic activity, giving authorities clearer oversight of foreign corporate holdings.

Under the new requirements, non-resident foreign companies must provide a commercial registration certificate issued in their country of origin, along with their articles of association or incorporation. These documents must be translated by accredited translators and authenticated through Saudi diplomatic channels, ensuring that the applicant’s legal standing can be verified before registration is accepted.

The companies must also appoint an individual representative in Saudi Arabia through a certified power of attorney. That representative will be authorised to complete registration procedures, deal with the relevant authorities, manage required updates and handle ownership-related formalities. Where a foreign company does not possess an identification document recognised under Saudi regulations, it must obtain a digital identity through Saudi diplomatic missions abroad.

The Ministry of Investment’s framework also covers annual registration renewal. Foreign companies will need to confirm that no changes have taken place in their ownership structure or management since their registration with the ministry. Any change in corporate control, management or authorised representation is expected to be reflected in updated filings.

The new section of the Investor Guide 2026 outlines procedures for property acquisition, appointment of authorised representatives, asset management, disposal of real estate, opening bank accounts and updating company information with government bodies. The rules are available through the ministry’s electronic platform and are intended to give overseas entities a clearer route to compliance before they proceed with real estate transactions.

The update comes after Saudi Arabia’s new framework for real estate ownership by non-Saudis came into force on 22 January 2026. That system permits non-Saudi individuals, companies and other entities to own property within designated areas, subject to geographical limits, eligibility checks and regulatory controls. Applications for ownership are handled through the Saudi Properties portal, the official digital platform connected to the real estate registration system.

The Real Estate General Authority has said the ownership framework applies to residents, non-residents, companies and entities, with procedures varying by category. Non-Saudi companies with no presence in the kingdom must first register with the Ministry of Investment through the Invest Saudi platform and obtain the Unified Number 700 before completing ownership procedures electronically.

The rules also distinguish between types of corporate owners. Foreign-incorporated entities are treated differently from Saudi companies with foreign ownership, listed companies, licensed funds and special-purpose entities established under Saudi law. This distinction is important for developers, institutional investors and multinational groups examining whether to hold assets directly through an overseas entity or through a Saudi-registered structure.

Riyadh and Jeddah are expected to remain central to foreign interest because of large-scale urban development, office demand and tourism-linked projects. Makkah and Madinah are subject to tighter controls reflecting their religious status, with ownership in the two holy cities restricted under specific conditions. The broader framework is based on designated geographical zones, ownership percentages, permitted real rights and conditions that are to be applied through official regulatory documents.

The property reforms sit alongside Saudi Arabia’s push to expand non-oil sectors and increase the role of private and foreign capital in development. Real estate is one of the key pillars of that agenda, spanning residential supply, hospitality, logistics, mixed-use districts and investment vehicles tied to large public and private projects.

For foreign companies, the new rules offer a clearer legal route but also raise compliance obligations. Authentication of documents, appointment of representatives, digital identity requirements and renewal declarations add procedural discipline to a market that is opening gradually rather than through unrestricted access. The framework is likely to benefit companies with strong governance systems, transparent ownership records and long-term asset strategies.

Saudi Arabia has opened talks with Russia’s Sistema investment group in St Petersburg as Riyadh seeks to deepen industrial partnerships, localise advanced technologies and strengthen supply chains under its wider economic diversification programme.

Minister of Industry and Mineral Resources Bandar Alkhorayef met senior Sistema executives during a visit to the Russian city, with discussions centred on cooperation in high-priority industrial sectors and the development of industrial cities in the Kingdom. The talks formed part of Riyadh’s effort to attract foreign expertise into manufacturing, technology transfer and industrial infrastructure, areas considered central to reducing reliance on imported inputs and expanding non-oil exports.

The meeting placed emphasis on localising advanced technologies, a policy priority that has gained importance as Saudi Arabia works to build domestic capacity in sectors linked to energy, mining, pharmaceuticals, food industries, automotive components, machinery, defence-related supply chains and high-value manufacturing. Industrial cities were also a key focus, reflecting the Kingdom’s strategy of using specialised zones to cluster investors, suppliers, logistics operators and research partners within integrated production ecosystems.

Sistema, a diversified investment group with holdings across technology, telecommunications, healthcare, agriculture, finance and consumer businesses, is being assessed as a potential partner in areas where Saudi Arabia is looking to accelerate industrial know-how and private-sector participation. For Riyadh, the value of such talks lies not only in attracting capital, but in securing access to operating models, technology platforms and industrial management experience that can be adapted to Saudi priorities.

The outreach comes as the Kingdom presses ahead with its National Industrial Strategy, which aims to expand manufacturing output, raise the contribution of industry to gross domestic product, strengthen export capacity and improve resilience in essential supply chains. The strategy identifies multiple priority sectors and investment opportunities intended to shift the economy towards higher-value production and reduce exposure to volatility in oil markets.

Saudi Arabia’s industrial policy is closely tied to Vision 2030, the reform programme led by Crown Prince Mohammed bin Salman. The programme has pushed the government to build non-oil sectors, expand private investment, increase local content and develop infrastructure that can support global manufacturers. Industrial localisation has become a central theme, particularly after global supply disruptions exposed the risks of overdependence on imported industrial inputs and critical technologies.

Industrial cities play a major role in that shift. The Kingdom has expanded dedicated zones managed through industrial and economic city frameworks, offering utilities, logistics links, licensing support and sector-specific infrastructure. These zones are intended to shorten project timelines and make it easier for foreign and domestic investors to establish production facilities. They also serve a wider policy objective: creating jobs, training local talent and building supplier networks around anchor industries.

Alkhorayef’s St Petersburg engagement also fits a pattern of industrial diplomacy by Saudi Arabia, with the ministry seeking partnerships across Asia, Europe and other markets to bring technology and manufacturing capability into the Kingdom. Riyadh has been courting investors in mining, metals, electric vehicles, aviation supply chains, medical technologies and food security, while also promoting its location as a production base connecting Gulf, Asian, African and European markets.

The Russia track carries both opportunities and sensitivities. Moscow retains strong industrial, engineering and technology capabilities, but Russian companies face a more complex international operating environment because of sanctions imposed by Western governments after the war in Ukraine. Any Saudi partnership involving Russian entities would therefore require careful structuring, compliance checks and commercial safeguards, particularly in sectors linked to technology, finance or cross-border payments.

For Saudi Arabia, the central calculation remains pragmatic. The Kingdom is trying to broaden its industrial partner base while avoiding excessive dependence on any single market. Engagements with Russian groups can complement ties with firms from China, Europe, Japan, South Korea and the United States, provided that projects align with Saudi regulations, localisation targets and long-term industrial needs.

The talks with Sistema did not immediately signal a binding agreement, but they point to Riyadh’s method of using high-level ministerial engagement to identify investable projects before moving to memorandums, feasibility studies or joint ventures. Such early-stage discussions usually cover technology suitability, land availability, incentives, financing, local content requirements and the ability of foreign partners to train Saudi workers.

KPMG and Anthropic have launched a global alliance that will embed Claude artificial intelligence tools into KPMG’s client delivery platforms, opening new capabilities for companies and public-sector organisations in Qatar as the Gulf state accelerates investment in AI infrastructure, digital government and data-led transformation.

The partnership gives KPMG’s global workforce access to Anthropic’s Claude suite and integrates the technology into KPMG Digital Gateway, the firm’s platform for tax, legal and advisory work. The initial focus is on tax and legal services, with broader applications expected across private equity, cyber security, enterprise transformation and regulated industries where accuracy, auditability and data controls are critical.

For clients in Qatar, the alliance adds another channel for adopting generative AI in areas such as compliance, finance operations, transaction support, risk management, contract analysis and corporate reporting. KPMG’s local and regional teams are expected to use the global platform to help organisations design AI-enabled workflows while maintaining governance standards demanded by boards, regulators and government stakeholders.

The move comes as Qatar deepens its push to position itself as a regional AI hub. The country has been expanding digital-government initiatives, investing in high-performance computing capacity and supporting AI adoption across public services, energy, finance, transport and healthcare. A planned $20 billion AI infrastructure venture involving Qatar-backed entities has underlined the scale of ambition, while government partnerships aimed at building AI applications have placed automation, predictive analytics and data quality at the centre of national transformation plans.

KPMG’s alliance with Anthropic also reflects a wider shift among global professional-services firms. Consulting and audit networks are racing to move AI from pilot projects into core platforms, as corporate clients demand tools that can handle sensitive documents, regulated data and complex decision-support tasks. Anthropic has gained traction in enterprise markets through Claude, which is marketed around safety, reasoning capability and responsible deployment. Its partnerships with major advisory firms are designed to expand the use of AI agents beyond basic chat functions into workflow automation and industry-specific solutions.

The collaboration gives KPMG a stronger position in the contest to advise companies on AI adoption while using the same tools internally. Claude will support employees in drafting, summarising, analysing documents, building agents and developing client materials. For tax and legal work, where deadlines are tight and documentation-heavy processes dominate, AI-enabled platforms can reduce manual effort and improve consistency, though final responsibility for professional judgement remains with human advisers.

Qatar’s financial institutions, family businesses, state-linked enterprises and energy companies are likely to be among the early candidates for structured AI adoption. Many are already under pressure to modernise finance departments, strengthen cyber resilience, improve reporting speed and manage cross-border regulatory requirements. AI tools embedded in advisory platforms could help with due diligence, tax planning, legal review, internal controls and scenario analysis, particularly where large volumes of multilingual and technical documents are involved.

The alliance also carries implications for private equity and dealmaking. Anthropic has named KPMG as a preferred consultant for private-equity work, a role that could become relevant in Qatar’s investment ecosystem, where sovereign capital, family offices and institutional investors are active across global markets. AI-assisted screening, portfolio analysis and post-acquisition transformation are emerging as priority areas for investors seeking faster insight without weakening governance.

Cyber security is another area where the partnership could gain traction. Organisations across the Gulf face rising exposure to ransomware, credential theft, cloud misconfiguration and supply-chain risks. AI tools can support vulnerability analysis, incident triage and control testing, but they also introduce new risks, including prompt injection, data leakage and overreliance on automated outputs. KPMG and Anthropic are presenting the alliance as a controlled approach to enterprise AI, with emphasis on responsible deployment rather than open-ended experimentation.

Qatar’s market offers both opportunity and constraints. Demand for AI services is growing, helped by state investment, corporate modernisation and a young digital workforce. Yet adoption in regulated sectors will depend on clear data-handling rules, board-level oversight, workforce training and measurable business outcomes. Companies will need to decide which processes can safely be automated, which require human supervision and how AI-generated outputs will be tested before use in legal, financial or operational decisions.

Revolut is exploring a secondary share sale that could lift its valuation to about $115 billion, setting up a fresh test of investor appetite for one of Europe’s most valuable private technology groups after a decisive regulatory breakthrough in the UK and a push into US banking.

The potential transaction would allow existing shareholders, including employees and early backers, to sell stock without raising new capital for the company. A deal at that level would mark a sharp rise from the $75 billion valuation achieved in a secondary sale completed in November 2025, and would place the London-based financial technology group above several long-established banks by market value.

The planned sale has not been finalised and its size, timing and pricing could still change. But the discussions point to a widening gap between elite private technology companies with strong revenue growth and a weaker public listing market that has left many fintech groups delaying initial public offerings. Revolut has indicated that a flotation is unlikely before 2028, giving secondary sales a larger role in rewarding staff and providing liquidity to investors.

The valuation push follows a series of milestones for the company founded in 2015 by Nik Storonsky and Vlad Yatsenko. Revolut secured full authorisation to operate as a UK bank in March, ending a prolonged regulatory process that began with its application in 2021 and moved through a restricted licence phase in 2024. The approval allows Revolut Bank UK Ltd to offer protected deposit accounts and expand into lending, overdrafts and credit products in its home market.

The UK licence is central to Revolut’s effort to move from a high-growth financial app into a broader banking platform. The company already serves about 13 million UK customers and more than 75 million globally, with products spanning payments, foreign exchange, savings, trading, crypto services and business accounts. Its challenge is to persuade users who often treat the app as a secondary account to make it their main banking relationship.

Revolut’s financial performance has strengthened the case for a higher valuation. Revenue rose to about $6 billion in 2025, while pre-tax profit reached about $2.3 billion. Customer balances climbed to roughly $67.5 billion, helped by wider adoption of savings, payments and subscription products. The company has also said multiple product lines now generate annual revenue above £100 million, underscoring a business model less dependent on any single stream of income.

The group is also pursuing a US national bank charter, a move that would allow it to offer federally insured deposits and lending products directly across the world’s largest financial market. Its US bank plans include high-yield accounts, checking products, multi-currency services, investment tools and stablecoin access. Revolut has named Cetin Duransoy as US chief executive and plans to base the bank in Stamford, Connecticut, with an office in New York.

Approval in the US would materially broaden Revolut’s addressable market, but it would also bring tougher regulatory scrutiny. Banking supervisors are likely to examine governance, capital strength, risk controls, compliance systems and crypto-related exposures. The company’s rapid expansion has drawn attention from regulators before, particularly around whether its internal controls can keep pace with growth across dozens of jurisdictions.

The proposed $115 billion valuation would also intensify comparisons with global fintech peers. Stripe has used private share sales to offer liquidity while remaining private, while several digital banking rivals have taken more cautious paths after rising interest rates compressed fintech valuations in 2022 and 2023. Revolut’s profitability, scale and banking licences have set it apart from many venture-backed peers still working toward durable earnings.

Competition remains intense. Traditional banks retain deep balance sheets, established credit operations and large primary-account customer bases. Digital challengers such as Monzo, Starling and Wise continue to expand across payments, savings, international transfers and business banking. Revolut’s advantage lies in its broad product range, international footprint and ability to launch new services quickly, but deeper lending will require careful underwriting through economic cycles.

First Abu Dhabi Bank has entered a strategic partnership with Water. org and WaterEquity, investing in the WaterEquity Everspring Fund to expand access to safe water and sanitation across emerging markets through market-based financing.

The Abu Dhabi lender said the agreement creates a platform for continuing collaboration with the global non-profit Water. org and its affiliated impact investment manager WaterEquity. The fund channels capital through local financial institutions, enabling low-income households and small businesses to obtain affordable loans for water and sanitation products, services and infrastructure.

The deal places FAB among the financial institutions seeking to link sustainable finance with basic-services funding, a field that has gained sharper attention as water stress, climate volatility and inadequate sanitation weigh on public health, productivity and household income in developing economies. FAB becomes the first commercial financial institution in the MENA region to partner with both Water. org and WaterEquity through a direct investment vehicle.

The bank has also committed to direct any gains from its investment towards furthering Water. org’s mission, adding a philanthropic layer to a financing model built around repayable capital. That approach is designed to recycle funds over time rather than depend solely on grant support, while still targeting communities that are underserved by mainstream credit.

WaterEquity’s Everspring Fund is an open-ended impact vehicle focused on water and sanitation access in emerging markets. Its model is built on lending to established local financial institutions, which then extend microloans and enterprise financing to households and service providers. Such loans can help finance household taps, toilets, water filters, storage systems, sanitation upgrades and related business activity.

The partnership comes as global water access remains a severe development challenge. Around 2.1 billion people still lack safely managed drinking water, while billions more lack safely managed sanitation. Financing gaps are especially pronounced at the household and small-enterprise level, where the cost of basic water or sanitation improvements may be too high for cash payment but too small or informal for conventional bank lending.

Water. org, co-founded by actor Matt Damon and social entrepreneur Gary White, has long promoted the use of affordable finance to close that gap. WaterEquity was created to mobilise private capital into the same sector, backing financial institutions, enterprises and infrastructure operators serving low-income communities in emerging and frontier markets.

FAB’s move also fits into a wider UAE policy push on water security. The country is preparing to co-host the 2026 United Nations Water Conference with Senegal, with the event scheduled to convene in the UAE in December 2026. The agreement also aligns with the Mohamed bin Zayed Water Initiative, which has sought to accelerate investment, innovation and international cooperation around water scarcity.

Hana Al Rostamani, group chief executive officer of FAB, said water is fundamental to economic resilience, sustainable growth and long-term stability. She said the partnership brings together capital and expertise to support scalable, market-based solutions that can advance water security and create lasting value for communities and economies.

Gary White, chief executive officer and co-founder of Water. org and WaterEquity, said the collaboration showed how capital markets can be used to address one of the world’s most persistent development challenges. He said access to affordable finance can allow families to secure safe water and sanitation in a way that supports dignity, health and economic mobility.

The agreement adds to FAB’s sustainable finance activity. The bank has been expanding its environmental, social and governance-linked financing portfolio, including blue finance instruments tied to water, ocean and marine-related projects. Its broader sustainability disclosures have highlighted continued capital mobilisation towards climate and social objectives.

For WaterEquity, the partnership adds an institutional investor from the Gulf at a time when impact funds are seeking deeper pools of private capital. The Everspring structure is designed as a continuing source of capital rather than a fixed-term fund, allowing it to support financial institutions as demand for water and sanitation loans grows.

The market-based model has potential advantages, including scale, local distribution and repayment discipline. It also carries execution risks. Lending must remain affordable for low-income borrowers, local partners need strong underwriting and consumer-protection practices, and impact claims require rigorous measurement. Currency risk, regulatory barriers and climate shocks can also affect returns and delivery in target markets.

Dubai’s Emirates has promoted Hanan Mohammed Jawad and Bakhita Al Mheiri to captain rank, making them the first UAE national women to reach the command position at the airline and placing both on its Boeing 777 flight deck.

The promotion gives the two pilots their fourth stripes after years of training, line flying and command preparation within one of the world’s largest long-haul carriers. Both came through the Emirates Group’s National Cadet Pilot Programme, a structured pathway that has supplied the airline with UAE national pilots since the 1990s and remains central to its workforce development strategy.

Jawad joined Emirates in 2008 as a cadet pilot, turning a childhood ambition into a career that now spans more than 9,250 flying hours. Al Mheiri entered the same programme in 2011 and advanced through the operational ranks with mentoring from training captains and fleet leaders. Their elevation marks a symbolic moment for the airline, where the captaincy carries responsibility for aircraft command, crew leadership, passenger safety and operational decision-making across long-haul routes.

Both pilots are now serving on the Boeing 777 fleet, one of Emirates’ core wide-body aircraft types. The Dubai carrier operates one of the world’s largest fleets of Boeing 777 and Airbus A380 aircraft, with the 777 central to its global network across Asia, Europe, Africa, the Americas and the Middle East. Command on the aircraft requires extensive simulator checks, route experience, technical assessment and leadership evaluation before a pilot receives the fourth stripe.

Jawad described the promotion as a proud moment but not the end of her professional journey. “Receiving my fourth stripe is a proud milestone, but I don’t see it as the destination. This is just the beginning, I don’t believe the sky is the limit. The path to command is built over time, and my years as a First Officer prepared me for this moment,” she said.

Her interest in aviation began early. At 14, she watched the UAE’s first female pilot on television and was struck by the confidence and presence of a woman in the cockpit. That encounter shaped her career choice and later guided her entry into Emirates’ cadet training system, where classroom instruction, simulator work and live flying are combined with fleet-specific development.

Al Mheiri credited the airline’s mentoring culture for shaping her professional growth. She said guidance from training captains and senior leaders strengthened both her technical and leadership skills, while reinforcing the importance of responsibility, discipline and continuous learning. “One of the most meaningful lessons I gained throughout this journey was the importance of passing knowledge and experience forward,” she said.

The two captains also framed their achievement as part of a wider message to aspiring women in aviation. “Our leadership has long recognised women as essential partners in shaping our nation’s future, and Emirates is creating the environment and opportunities for women to thrive, and we will continue to build on this for future generations,” they said.

Their promotion comes as Gulf carriers sharpen their focus on pilot pipelines amid growing aircraft orders, expanding networks and competition for skilled aviation professionals. Airlines across the region are investing in academies, cadet schemes and national workforce programmes to secure long-term cockpit capacity. Emirates has been expanding training infrastructure, including advanced pilot training facilities, to support both fleet renewal and future growth.

Captain Hassan Alhammadi, Emirates’ divisional senior vice-president for flight operations, said the cadet pilot programme remains vital in creating a pathway for young men and women to become commercial pilots. He said the promotions reflected “years of dedication, professionalism and hard work” and showed the airline’s ability to develop UAE national talent from entry level to senior operational roles.

The National Cadet Pilot Programme, launched in 1993, is fully funded by the Emirates Group and has trained UAE national pilots who have gone on to become captains, training pilots and senior aviation leaders. Cadets move through theoretical instruction, flight training, simulator assessment and operational conversion before entering airline service, with continuing checks at every stage of their careers.

Abu Dhabi Exports Office has begun direct site visits to UAE-based manufacturers under its AED1 billion financing partnership with Emirates Development Bank, stepping up efforts to link industrial companies with export funding, working capital support and market-expansion tools.

The visits covered MEDECO, Star Paper Mill and Dana Steel, three manufacturers operating in sectors closely tied to the country’s localisation and export-growth agenda. ADEX teams met company leadership to review production capacity, expansion plans, export ambitions, supply-chain pressures and liquidity requirements, as the financing framework moves from policy design to company-level engagement.

The programme is aimed at manufacturers and exporters across priority sectors including advanced manufacturing, food security, healthcare, renewable energy and other strategic industries. Its purpose is to give companies access to integrated financial solutions that can support capital expenditure, export readiness, short-term liquidity and international market entry.

The site visits mark a shift towards closer monitoring of factory-level requirements at a time when manufacturers are seeking to scale output while managing freight disruption, input-cost volatility and tighter competition in overseas markets. The exercise is also intended to help ADEX and EDB assess where financing can be targeted to improve supply-chain resilience and strengthen the ability of UAE-based producers to compete abroad.

The AED1 billion framework was structured to combine EDB’s industrial financing mandate with ADEX’s export-finance role. A first tranche of AED367 million has already been extended to eight UAE-based entities, supporting capacity expansion and export capability across several strategic sectors. The facility is available to manufacturers with active or planned export operations, with particular emphasis on companies that can demonstrate national economic impact.

Ahmed Mohamed Al Naqbi, Chief Executive Officer of Emirates Development Bank, said the partnership was designed to go beyond the provision of capital by improving understanding of manufacturers’ ground-level needs. He said direct engagement with businesses provides insight into operational realities, supply-chain challenges and liquidity requirements, allowing financial products to be shaped around practical industry conditions.

Khalil Al Mansoori, Executive Director of ADEX, said the visits reflected the office’s commitment to strengthening engagement with manufacturers and gaining first-hand knowledge of the requirements of national industries. He linked the initiative to industrial localisation, export readiness and the wider effort to reinforce the UAE’s position as a competitive industrial and export hub.

The manufacturers visited reflect the breadth of the target base. MEDECO operates in the healthcare manufacturing space, Star Paper Mill is linked to paper and hygiene-related production, while Dana Steel is part of the country’s metals and building-materials supply chain. Their inclusion signals that export-finance support is being directed not only at high-technology industries but also at established manufacturing segments that feed construction, healthcare, packaging and regional trade channels.

The initiative sits within the UAE’s broader industrial strategy, which seeks to raise the industrial sector’s contribution to gross domestic product to AED300 billion by 2031. Export finance has become a central component of that plan because domestic production targets require access to foreign buyers, larger order books and reliable credit lines that can support longer payment cycles in international trade.

Non-oil trade momentum has strengthened the case for deeper export-financing support. The UAE’s non-oil foreign trade crossed AED3.8 trillion in 2025, while non-oil exports showed strong growth during the year. The final quarter alone recorded non-oil trade of about AED1.1 trillion, with non-oil exports reaching AED234.4 billion. That performance has increased pressure on financing institutions to provide tools that help manufacturers convert production capacity into sustained overseas sales.

The operating environment remains uneven. Exporters are benefiting from new trade agreements, logistics infrastructure and policy support, but many face higher shipping costs, supply delays and competition from larger manufacturing economies. Financing gaps can be especially challenging for small and medium-sized manufacturers, which often need working capital before export revenue is realised. The ADEX-EDB structure is intended to address that gap through liquidity support and export-linked facilities.

UiPath has secured certification from the Dubai Electronic Security Center for its Automation Cloud Commercial UAE region, clearing a key compliance hurdle for wider deployment of its automation and artificial intelligence services across Dubai’s government, semi-government and regulated enterprise sectors.

The certification places UiPath’s UAE cloud operations under the DESC Cloud Service Provider Security Standard, a framework required for cloud providers serving Dubai government and semi-government entities. The approval strengthens the company’s position in a market where public-sector technology adoption is increasingly tied to data sovereignty, cybersecurity controls and local regulatory assurance.

UiPath said the certification covers its automation and AI services, allowing organisations to use its platform for agentic automation, intelligent document processing, orchestration, testing and workflow management within a compliant cloud environment. The clearance is particularly significant for entities that had been constrained from using global cloud-based automation services because of local security and residency requirements.

DESC operates under the Digital Dubai Authority and plays a central role in setting cybersecurity requirements for public digital infrastructure in the emirate. Its Cloud Service Provider Security Standard draws on international frameworks including ISO 27001, ISO 27002, ISO 27017 and the Cloud Security Alliance’s controls matrix, while adding requirements designed for Dubai’s regulatory environment. Providers certified under the framework are subject to ongoing surveillance and periodic re-certification.

The approval comes as Dubai and the wider UAE accelerate adoption of artificial intelligence, automation and cloud infrastructure across government services, finance, logistics, aviation, energy and healthcare. Public entities and large enterprises have been under pressure to modernise legacy processes while ensuring that sensitive operational and citizen data remains protected under local governance rules.

UiPath’s certification gives the company a stronger route into public-sector procurement and large private-sector transformation programmes. It also gives government entities a clearer compliance basis for using cloud automation tools at scale, rather than relying only on on-premise deployments or fragmented internal systems.

The company launched its Automation Cloud in the UAE in October 2025, integrated with Microsoft Azure, to support local data residency and lower-latency access for customers in the region. The platform allows organisations to manage automation workflows, AI agents, software robots, process orchestration and data integrations from a centralised cloud environment.

UiPath has been shifting its positioning from robotic process automation to broader agentic business orchestration, a market segment focused on combining AI agents, software robots and human oversight to manage more complex enterprise workflows. The model is gaining traction as companies seek measurable returns from generative AI beyond chat interfaces and experimental pilots.

The Dubai certification also fits into UiPath’s wider compliance strategy. The company has been promoting security attestations and AI governance credentials as enterprises demand stronger controls around autonomous agents, identity management, encryption, auditability and business continuity. In March, UiPath said it had achieved AIUC-1 certification, positioning itself as an early mover in independent assurance for AI agent security and reliability.

For Dubai’s digital economy, the development adds another certified platform to the cloud ecosystem available to public entities and regulated companies. The emirate has been expanding its cybersecurity standards as more services move to cloud-based delivery, particularly in areas such as licensing, payments, citizen services, healthcare administration and enterprise resource planning.

The UAE government has also been working with UiPath on AI-powered automation and skills development. A partnership announced in Abu Dhabi in December 2024 with the Artificial Intelligence, Digital Economy and Remote Work Applications Office focused on developing automation solutions across government entities and training talent in AI and automation tools. That programme included plans to support up to 100 government employees or students through automation and AI training.

UiPath’s commercial momentum gives the Dubai certification added weight. The New York-listed company reported first-quarter fiscal 2027 revenue of $418 million, up 17 per cent year on year, while annual recurring revenue reached $1.901 billion at the end of April 2026. It also reported GAAP operating income of $28 million and non-GAAP operating income of $92 million, reflecting improved profitability as enterprise automation contracts move from pilot phases into wider deployment.

The company still faces competition from large cloud providers, enterprise software groups and specialist automation vendors seeking to capture AI workflow budgets. Microsoft, ServiceNow, Salesforce, Automation Anywhere and other platforms are competing for similar spending as corporations try to embed AI into back-office and customer-facing operations.

UAE non-oil private sector activity strengthened in May, but weaker demand, falling export orders and higher transport and material costs kept growth below its long-term trend, signalling a more cautious phase for businesses exposed to regional trade disruption.

The headline Purchasing Managers’ Index rose to 52.6 in May from 52.1 in April, remaining above the 50 mark that separates expansion from contraction. The improvement showed that business conditions continued to recover from April’s sharp loss of momentum, though the reading stayed below the long-run average of 54.3 and pointed to only moderate growth across the non-oil economy.

Output expanded at the fastest pace in three months as firms worked through existing projects and maintained activity in services, construction, retail and manufacturing. However, the pace of new business growth remained subdued, with companies reporting softer client spending, delayed decisions and caution among customers affected by uncertainty over shipping schedules and regional security risks.

Export orders declined in May, extending pressure on firms that rely on cross-border trade. Companies linked the fall to disruption on key maritime routes, higher freight costs and uncertainty over the duration of the conflict affecting Gulf logistics. The near-closure of the Strait of Hormuz and rerouting of cargo added delays to supply chains, with delivery times deteriorating at the sharpest rate since April 2020.

Cost pressures intensified as businesses faced higher prices for raw materials, shipping, fuel and imported inputs. Several firms raised selling prices to protect margins, though competitive conditions limited the extent to which higher costs could be passed on to customers. That left many companies facing a squeeze between elevated operating expenses and softer demand.

Employment growth slowed to its weakest level since October 2025, suggesting firms were reluctant to add staff while new orders remained fragile. Backlogs of work nevertheless eased, helped by better capacity management and efforts to complete delayed projects. Purchasing activity improved only modestly as companies balanced the need to secure supplies against the risk of holding costly inventories.

Dubai’s non-oil private sector also improved slightly, with its PMI rising to 52.0 in May from 51.6 in April. The reading pointed to continued expansion in the region’s business and tourism hub, but output growth weakened to its slowest pace since June 2021. Firms in Dubai reported softer sales growth, weaker export demand and pressure from higher input costs.

The May figures underline the mixed outlook facing the UAE economy. Domestic activity remains supported by population growth, tourism, government-backed infrastructure, real estate investment and demand for business services. Yet the external trade environment has become more difficult, particularly for companies dependent on imports, re-exports and time-sensitive logistics.

The broader economy entered 2026 with strong momentum after real gross domestic product grew 6.2 per cent in 2025 to Dh1.9 trillion. Non-oil GDP rose 6.8 per cent to Dh1.5 trillion, reflecting expansion across trade, finance, construction, manufacturing and transport. That performance reinforced the country’s diversification strategy, but the latest survey data show that non-oil businesses are not insulated from regional shocks.

Business confidence remained positive in May, with firms still expecting activity to improve over the next 12 months. Optimism was supported by expectations of stronger domestic sales, new projects and eventual stabilisation in supply chains. However, confidence was tempered by concern that shipping disruptions, insurance costs and weaker external demand could persist for longer than anticipated.

Companies are responding by adjusting supplier networks, increasing local sourcing where possible and reviewing pricing strategies. Some firms have also moved to protect delivery schedules by building wider supplier bases and using alternative routes, though such measures can increase costs and reduce margins.

Dubai Multi Commodities Centre has introduced a targeted acceleration package for its community of more than 26,000 companies, offering licence renewal discounts, penalty waivers and operational flexibility aimed at easing cost pressures and supporting business expansion from Dubai.

The initiative is designed to reduce operating costs, improve cash flow and help companies navigate a more competitive global trading environment. It comes as businesses across the UAE continue to balance strong non-oil growth with higher operating expenses, supply-chain pressures and shifting conditions in international markets.

Existing DMCC member companies can secure licence renewal incentives of up to 25 per cent when they commit to multi-year terms. The structure offers a 15 per cent reduction for two-year renewals, 20 per cent for three-year renewals and 25 per cent for five-year renewals. Companies looking to scale within the district will also be eligible for a 20 per cent discount on additional licences, giving established businesses a lower-cost route to expand activities under the DMCC framework.

The package includes penalty waivers of up to AED5,000 for late licence renewals and AED1,000 for late Business Centre lease renewals. DMCC has also introduced temporary easing of some administrative requirements, alongside operational adjustments intended to give companies more room to manage compliance, staffing and office arrangements. Non-Flexi Desk members will be able to move to Flexi Desk arrangements without paying security deposit or change-of-address fees.

Ahmed Bin Sulayem, Executive Chairman and Chief Executive Officer of DMCC, said companies are operating in a global business environment that is moving faster and becoming more competitive. He said the package would enable members to grow more efficiently by introducing greater flexibility across licence renewals, streamlining administrative processes and allowing businesses to make more effective use of existing resources.

New companies are also covered by the initiative. Businesses setting up in DMCC can access a 10 per cent discount on one-year licence packages and 20 per cent on multi-year set-ups, with some programme exclusions. Companies establishing operations within DMCC Premium Offices at Jewellery & Gemplex can receive enhanced incentives, including savings of more than 15 per cent on one-year packages and more than 20 per cent on multi-year commitments.

Jewellery & Gemplex remains one of DMCC’s established commercial ecosystems, serving companies linked to precious metals, diamonds, jewellery, trading and professional services. The latest offer is aimed at reinforcing occupancy, attracting new entrants and supporting firms seeking a Dubai base with proximity to specialist trade networks.

DMCC has also strengthened its consultant incentive programme by increasing commission payments and extending eligibility across successful registrations during the offer period. The move is expected to support faster company formation and strengthen the role of business set-up consultants in bringing new firms into the district.

The acceleration package builds on DMCC’s wider strategy of positioning Dubai as a global platform for trade, commodities, technology, finance and business services. The district hosts companies from more than 180 countries and supports more than 1,000 licensed activities. It has expanded beyond its traditional commodities base into areas including digital assets, gaming, artificial intelligence, e-commerce, financial services, maritime trade and agri-products.

Dubai’s appeal to investors has remained resilient, supported by infrastructure, tax advantages, full foreign ownership in many sectors and a growing concentration of international firms. The UAE economy expanded strongly in 2025, with non-oil activity continuing to outpace headline growth. That momentum has increased competition among free zones and business districts to offer more flexible cost structures and simplified administration.

For DMCC, the new package serves both retention and expansion goals. Multi-year licence incentives encourage existing companies to remain in the district for longer periods, while discounts on additional licences support organic growth by firms already familiar with the regulatory environment. Penalty waivers and Flexi Desk transitions give smaller businesses and start-ups added relief at a time when cash-flow management remains a priority.

The initiative also reflects a broader trend among Gulf business hubs, where free zones are sharpening incentives to attract companies involved in trade, logistics, technology and professional services. Dubai’s business districts are competing not only on location and infrastructure but also on speed of formation, regulatory clarity, access to banking, availability of office space and the depth of sector-specific ecosystems.

DMCC’s latest offer is expected to appeal particularly to small and medium-sized enterprises, trading houses, professional services firms and companies seeking multi-year cost visibility. By linking discounts to longer commitments, the authority is also seeking to strengthen business continuity within its district while maintaining new company inflows.

The package adds another layer to Dubai’s push to reinforce its position as a global trade and investment hub, with DMCC using fee relief, administrative flexibility and sector-focused incentives to help companies preserve capital, expand operations and manage uncertainty across global markets.

Al Ansari Exchange recorded a sharp rise in companies using its Wage Protection System platform on June 1, as private-sector employers across the UAE moved to meet tighter salary-payment rules that took effect at the start of the month.

The UAE remittance and foreign exchange company said the number of companies processing salaries through its WPS platform rose by more than 151 per cent on the first day of implementation, signalling a swift adjustment by employers to the revised monthly wage deadline. Al Ansari Exchange is a subsidiary of Al Ansari Financial Services, the Dubai Financial Market-listed group that operates across remittances, foreign exchange, payroll, cash management and related financial services.

The increase followed Ministerial Resolution No. 340 of 2026, which requires private-sector establishments registered with the Ministry of Human Resources and Emiratisation to pay wages through the WPS by the first day of each month. The framework is overseen by the ministry and the Central Bank of the UAE, with approved banks, financial institutions and exchange houses handling salary transfers.

The change has placed payroll compliance at the centre of corporate operations for employers, particularly small and medium-sized businesses that rely on exchange houses and digital salary-card platforms to process wages. The WPS is designed to create a verifiable record of salary transfers, reduce wage delays and give regulators stronger oversight of payment practices across the labour market.

Al Ansari Exchange said employer activity through its WPS channel more than doubled as companies aligned salary disbursement schedules with the new timeline. The company has positioned its payroll services as part of a broader shift towards digital wage processing, offering employers systems that support salary-card issuance, electronic disbursement and compliance reporting.

Ali Al Najjar, chief executive officer of Al Ansari Exchange, said the implementation of the ministerial resolution marked an important step in strengthening transparency, accountability and employee protection in the UAE labour market. He said efficient payroll solutions were becoming more important as employers adapted to the updated requirements, while the company would continue investing in digital payment technologies and WPS infrastructure.

The rule change is expected to deepen the role of non-bank financial institutions in salary processing, especially among employers with large numbers of lower-income workers who depend on payroll cards rather than conventional bank accounts. Exchange houses have long played a significant role in wage distribution for labour-intensive sectors such as construction, facilities management, hospitality, retail and logistics.

For Al Ansari Exchange, the volume jump comes at a time when the group is expanding beyond its traditional remittance base into broader financial services. Al Ansari Financial Services describes itself as the largest non-banking financial institution in the GCC and says Al Ansari Exchange has operated in the UAE since 1966. The group listed 10 per cent of its share capital on the Dubai Financial Market in April 2023 and has continued to build its payroll, remittance and digital payment operations.

The company’s WPS activity also reflects a broader compliance push in the UAE labour market. Wage protection rules were introduced to ensure that employees receive salaries on time and in line with their contracts. The updated framework standardises the payment date across the private sector, reducing the scope for delayed wage cycles and improving visibility for regulators.

Employers now face stronger pressure to integrate payroll processing with approved WPS channels, maintain accurate wage records and ensure funds are available before the monthly deadline. Compliance failures can expose companies to administrative restrictions, penalties and disruption to labour-related services.

The policy shift is also likely to accelerate investment in payroll automation, employer dashboards, salary-card platforms and mobile-first wage services. Companies handling large workforces are expected to seek faster reconciliation tools, while smaller employers may turn to exchange-house platforms that combine branch support with digital processing.

For workers, the practical effect lies in greater predictability of wage receipt. Salary delays have long been a sensitive issue in labour markets with large expatriate workforces, and the revised WPS rules are intended to give employees stronger protection without requiring them to pursue lengthy complaint procedures before regulators identify non-compliance.

The June 1 surge at Al Ansari Exchange indicates that employers are treating the deadline as an operational priority rather than a narrow administrative adjustment. It also gives payroll providers an opportunity to capture a larger share of salary-processing flows as businesses adapt to a more tightly monitored wage-payment regime.

Yango Ride and Shell Oman Marketing Company have launched a dedicated benefits programme for partner drivers across Oman, offering fuel discounts, food and beverage deals and vehicle-care offers through Shell’s service-station network.

The tie-up gives Yango Ride partner drivers access to exclusive offers at 216 Shell service stations using dedicated promo codes through the Shell Asia App. The package includes discounted fuel, tailored deals at Shell Café outlets and benefits at participating Shell Helix Oil Change Centres, positioning the arrangement as a cost-saving measure for drivers whose earnings are closely tied to daily operating expenses.

The launch in Muscat comes as ride-hailing platforms compete more aggressively on driver retention, a critical issue in app-based mobility markets where fuel, maintenance and waiting time can significantly affect take-home income. For drivers, fuel is among the largest recurring costs, particularly in cities where long operating hours and high trip volumes are needed to maintain stable earnings. By linking mobility work with a fuel and convenience network, Yango Ride is seeking to strengthen the supply side of its platform while improving service reliability for passengers.

Yango Ride, part of Yango Group, operates in Oman through its local mobility offering and positions itself as a technology platform connecting passengers with transport providers. Its services in Oman include app-based ride booking, transparent pricing, driver tracking, route sharing, an emergency support function and multiple service classes, including Economy, Van, Premium, Luxury and a women-focused service option. The company’s wider ride-hailing business operates across more than 25 countries in the Middle East, Africa, Latin America and other regions, with more than 630 million rides completed and over 1 million drivers registered on its platform globally.

Sheikha Ambuali, Country Manager of Yango Oman, said the partnership was aimed at delivering practical everyday value for drivers. She said collaboration with Shell Oman would help drivers reduce routine operational costs through benefits that support them on and off the road, adding that stronger driver support contributes to a more sustainable and reliable mobility ecosystem.

For Shell Oman, the partnership extends its retail network into a fast-growing segment of the transport economy. The company’s offer combines fuel, convenience retail and lubricant services, giving it a broader role in the working routines of ride-hailing drivers. Shell Oman Marketing Company SAOG is one of the Sultanate’s established fuel and lubricants marketers, with a network of more than 200 service stations across Oman, Shell Select stores, Shell Café outlets and vehicle-care facilities linked to its lubricants business.

Suresh Nair, General Manager for Mobility and Convenience Oman at Shell Oman, said ride-hailing drivers had become an increasingly important part of Oman’s transport ecosystem. He said the collaboration with Yango Ride allows Shell Oman to extend value through benefits connected to fuel, convenience and vehicle care, while supporting livelihoods in the mobility sector.

The programme is being rolled out through the Shell Asia App, which is already used for customer rewards and station-related services. Shell’s loyalty ecosystem enables users to collect and redeem points, locate nearby stations and access offers across service stations and retail outlets. For Yango drivers, the dedicated promo-code model creates a targeted benefits channel rather than a general consumer discount scheme.

The partnership also reflects a wider shift in ride-hailing markets, where platforms are increasingly adding driver-support measures beyond trip commissions and booking technology. Driver benefit schemes covering fuel, insurance, maintenance, finance, food discounts and digital payments have become important tools for platforms seeking to stabilise supply and reduce churn. In Oman, such measures are gaining significance as app-based transport grows alongside digital-payment adoption, urban mobility demand and the country’s wider push to modernise transport services.

Yango Ride has already been expanding driver-focused collaborations in Oman. Its earlier partnership with Thawani Pay under the She Moves initiative targeted female partner drivers by offering access to lifestyle and savings benefits through the Sama platform. That arrangement formed part of a broader effort to increase women’s participation in platform-based transport and improve financial well-being through everyday savings.

Sobha Realty delivered about 3,000 residential units ahead of schedule and launched nearly 15,000 new homes during 2025, marking one of its strongest expansion phases in the UAE property market.

The UAE-headquartered developer said at a media briefing that the year’s activity was driven by four major master developments across Dubai and Umm Al Quwain, reinforcing its shift from single-tower launches to larger mixed residential communities. The launch pipeline included Sobha Solis, Sobha Central and Sobha SkyParks in Dubai, along with Downtown UAQ in Umm Al Quwain.

The company’s performance reflects continued demand for branded residential projects, integrated communities and waterfront developments across the UAE, even as the wider property market faces scrutiny over supply levels, delivery timelines and reliance on off-plan sales. Sobha’s emphasis on early completion is likely to be central to its positioning, particularly in a market where buyers increasingly assess developers on construction progress as well as launch pricing.

Sobha Realty closed 2025 with AED30 billion in sales, representing growth of about 30 per cent from the previous year. The company sold more than 12,500 units during the year and had over 30,000 units, covering more than 60 million square feet, under construction. Its UAE portfolio expanded to 14 developments, with 12 in Dubai and two in Umm Al Quwain.

Chairman Ravi Menon said the sales performance was accompanied by “significant development milestones”, adding that the new masterplans were intended to strengthen the company’s role in shaping urban living in the UAE. The remarks came as Sobha steps up its presence beyond its established Dubai base and deepens its exposure to waterfront and lifestyle-led projects.

Sobha Central, located along Sheikh Zayed Road, is positioned as a high-density urban residential project with multiple towers and direct connectivity to key business and leisure districts. Sobha SkyParks adds another vertical development to the Dubai pipeline, while Sobha Solis targets demand for leisure-focused residential communities. Downtown UAQ marks a broader bet on Umm Al Quwain, where developers are seeking to attract buyers priced out of prime Dubai locations as well as investors looking for longer-term waterfront growth.

The launch of about 15,000 units in a single year places Sobha among the more aggressive private developers in the UAE’s residential market. Dubai’s property sector remained heavily driven by off-plan sales through 2025, supported by population growth, foreign investment, flexible payment plans and the city’s appeal as a tax-efficient base for high-net-worth residents and entrepreneurs. At the same time, analysts have warned that a large delivery pipeline through 2026 and 2027 could test pricing power in some segments.

Sobha’s strategy differs from developers that rely mainly on outsourced construction. The group has long promoted a backward-integrated model, covering design, engineering, construction and finishing through in-house capabilities. That structure is designed to give it greater control over quality and delivery schedules, though it also requires careful management of labour, materials, cash flow and execution risk across multiple large projects.

The delivery of 3,000 units ahead of schedule is significant because construction delays remain a recurring concern in off-plan property markets. Buyers typically commit capital years before handover, making developer credibility a key factor in project sales. Early delivery can improve customer confidence, support referrals and strengthen pricing for new launches, especially in the premium residential segment.

Competition, however, is intensifying. Major developers including Emaar, DAMAC, Nakheel, Binghatti, Danube and Aldar continue to pursue large residential pipelines across Dubai and Abu Dhabi, while new entrants are also targeting UAE demand. Sobha’s expansion into Umm Al Quwain shows how developers are looking beyond Dubai’s most established zones to secure land, create destination communities and widen the buyer base.

Umm Al Quwain has drawn greater developer attention because of its coastline, lower land costs and potential for masterplanned communities that combine residential, hospitality and leisure assets. For Sobha, the emirate offers room to build larger waterfront projects while maintaining access to Dubai’s investor pool.

Qatar has activated its first quantum-safe communications link, placing Ooredoo Qatar, Hamad Bin Khalifa University and the Ministry of Defence at the centre of a national push to protect critical digital infrastructure against the next generation of cyber threats.

The operational link uses Quantum Key Distribution technology to generate and distribute encryption keys through quantum mechanics. The system is designed to detect interception attempts immediately, giving network operators a stronger security layer than conventional encryption methods that may be vulnerable as quantum computing capability advances.

The project has been deployed within Ooredoo Qatar’s live operational network, rather than being confined to a laboratory environment. That makes the link an important step from research demonstration to practical telecoms deployment, particularly for sectors handling sensitive state, financial, energy and enterprise data.

Ooredoo Qatar said the achievement supports the country’s digital resilience agenda and creates a foundation for quantum-secure networks. The work builds on research led by HBKU’s Qatar Centre for Quantum Computing, with technical collaboration involving ID Quantique, a Switzerland-based specialist in quantum-safe security systems.

The link is based on a Quantum Key Distribution testbed compatible with existing telecoms infrastructure. It uses photon-based key distribution to establish protected links between sites, enabling encryption keys to be exchanged in a way that exposes attempts at eavesdropping. The deployment was carried over Ooredoo’s dark fibre infrastructure, giving engineers a controlled environment to validate secure key generation and transmission across multiple fibre distances.

Thani Ali Al Malki, Ooredoo Qatar’s chief strategy and digital transformation officer, said the project showed the value of collaboration in building secure, future-ready connectivity. The company sees quantum-safe systems as part of the next phase of cybersecurity, especially as governments and large enterprises prepare for risks linked to powerful quantum computers.

Mohammed Al Zaidan, senior director for active and core network at Ooredoo Qatar, said engineering teams had successfully validated secure key distribution across different link distances. The result marks a step towards networks protected by information-theoretic security, a term used for systems whose security depends on physics rather than only on mathematical complexity.

HBKU’s role reflects Qatar’s effort to build domestic research capability in quantum technologies. Dr Saif Al Kuwari, director of the Qatar Centre for Quantum Computing, has positioned the centre as a bridge between government, academia and industry. The centre focuses on quantum communication, quantum computing and quantum sensing, with an emphasis on applications that can be tested in real-world systems.

The Ministry of Defence’s participation gives the project a strategic dimension. Quantum-safe communications are increasingly seen as essential for protecting high-value information from “harvest now, decrypt later” attacks, where adversaries collect encrypted data today and wait for future computing advances to break it. Defence, energy, banking, aviation, telecoms and government services are among the sectors most exposed to that long-term risk.

Qatar’s move comes as governments and technology companies accelerate work on post-quantum security. The global cybersecurity sector is preparing for a transition from classical cryptographic methods to systems that can withstand quantum-era threats. Two broad approaches are emerging: post-quantum cryptography, which relies on new algorithms, and Quantum Key Distribution, which uses quantum physics to secure key exchange. Many future networks are expected to combine both.

The project also builds on Ooredoo’s earlier support for HBKU’s quantum communication programme. Ooredoo committed QR2.8 million to support the development of Qatar’s first quantum communication testbed, a research platform intended to advance secure communications and prepare the ground for wider quantum network applications.

For Qatar, the link strengthens a wider national technology agenda that includes cloud computing, artificial intelligence, cybersecurity and advanced research. The country has been investing in digital infrastructure as part of its economic diversification strategy, while universities and public institutions have been working to expand local expertise in high-performance computing and quantum science.

UAE regulators have approved the oral form of Wegovy for weight management and cardiovascular risk reduction, expanding access to one of the world’s most closely watched obesity treatments beyond weekly injections.

Emirates Drug Establishment cleared Wegovy, the semaglutide medicine developed by Novo Nordisk, as a once-daily tablet for adults living with obesity or overweight linked to weight-related health conditions. The approval makes the UAE the second country globally to authorise the oral version of the drug, strengthening the country’s position as an early market for advanced obesity therapies.

Wegovy is already available in the UAE as an injectable prescription medicine, taken once weekly. The tablet form is expected to appeal to patients who are reluctant to use injections, while also giving physicians another option in long-term obesity care. The treatment is designed to be used with a reduced-calorie diet and increased physical activity, rather than as a stand-alone intervention.

Semaglutide belongs to the GLP-1 receptor agonist class, which works by mimicking a hormone involved in appetite regulation, blood sugar control and satiety. The medicine helps patients feel full for longer and reduces food intake, supporting sustained weight loss when prescribed under medical supervision. Its rapid rise has reshaped the global obesity market, where Novo Nordisk and Eli Lilly are competing for leadership in injectable and oral therapies.

Clinical data reviewed by regulators showed that the oral formulation supports weight reduction and weight maintenance. Data also indicated a reduction in the risk of major adverse cardiovascular events among high-risk patients, including cardiovascular death, heart attack and stroke. That added cardiovascular indication is significant because obesity is closely linked to diabetes, hypertension, fatty liver disease, heart disease and other chronic conditions.

Dr Fatima Al Kaabi, director general of Emirates Drug Establishment, said the approval reflected the regulator’s work to develop the pharmaceutical system and support a proactive approach to obesity and excess weight, which are among the major factors associated with chronic disease. She said the move was part of a wider effort to assess and approve modern treatments in line with recognised scientific standards.

Novo Nordisk Gulf general manager Venkat Kalyan said the availability of a daily oral semaglutide option would make the therapy easier to use and could support patient adherence. The company has had a long-standing presence in the UAE and has also selected the country as a regional distribution platform for pharmaceutical products, a decision that adds supply-chain significance to the approval.

The UAE’s move comes as oral obesity drugs gain momentum internationally. Wegovy’s tablet version has entered the US market and European regulators have recommended approval, while Eli Lilly’s oral GLP-1 therapy Foundayo has added pressure to a market that analysts expect to exceed $100 billion annually over the next decade. The shift from injections to tablets is becoming a key battleground because oral therapies may widen acceptance among patients and reduce some logistical barriers linked to injectable medicines.

Demand for weight-loss medicines has surged across the Gulf as obesity and metabolic disease place growing pressure on health systems. UAE health data show high levels of excess weight among adults, with overweight and obesity affecting a large share of the population. Physicians have warned that these drugs should not be treated as cosmetic aids, particularly because eligibility depends on body mass index, associated medical conditions and individual risk profiles.

Access will still depend on prescription rules, physician assessment, pharmacy availability and insurance coverage. Coverage for obesity medicines remains uneven in the UAE, with reimbursement often clearer when GLP-1 drugs are prescribed for type 2 diabetes than when used solely for weight management. Patients may therefore face out-of-pocket costs, particularly during the first phase of availability.

Doctors are also expected to monitor side effects closely. GLP-1 medicines commonly cause gastrointestinal symptoms such as nausea, vomiting, diarrhoea and constipation, especially during dose escalation. Patients with certain medical histories may not be suitable candidates, and clinicians are likely to screen for risk factors before prescribing the treatment.

The approval also raises regulatory and safety considerations around counterfeit products and online sales. Global demand for semaglutide has already encouraged unregulated sellers to market fake or compounded products, creating risks for patients seeking cheaper or faster access. UAE authorities are expected to emphasise licensed pharmacies, verified prescriptions and medical follow-up as oral formulations become more visible in the market.

Gartner has warned that enterprises risk a sharp retreat from autonomous AI agents by 2027 as weak governance, poor access controls and unclear accountability expose companies to operational, security and compliance failures.

The technology research firm expects 40% of enterprises to demote or decommission autonomous AI agents by 2027 after governance gaps are discovered only through production incidents. The warning marks a tougher phase in the corporate adoption of agentic AI, where early enthusiasm is giving way to concerns over how much authority software agents should have inside business systems.

The central risk is not merely whether AI agents can perform tasks. It is whether companies are granting the right level of permission for the right type of agent. Many organisations are treating governance as a binary choice, either locking agents down so tightly that they deliver little value, or trusting them too broadly and allowing them to act across systems without adequate oversight.

Shiva Varma, senior director analyst at Gartner, said enterprises were treating AI agent governance as “either locked down or fully trusted”, calling that approach the root cause of failure. The problem is expected to become more acute as agents move from pilot projects into finance, customer service, software development, human resources and cybersecurity workflows.

AI agents differ from conventional chatbots because they can plan steps, use tools, retrieve information, write to systems, send communications and, in advanced forms, execute actions without direct human intervention. That makes governance more complex than traditional software access control, particularly when agents interact with sensitive data, enterprise applications and external users.

Gartner’s framework divides AI agents into four autonomy levels. The lowest level covers agents that observe, retrieve or summarise information through read-only access. A second level covers agents that advise by producing recommendations, drafts or proposed actions while humans remain responsible for execution. A third level allows agents to act only with explicit human approval. The highest level covers agents that act autonomously within defined guardrails.

Each level requires different safeguards. Read-only agents may need scoped data access, user authentication, usage logs and basic security testing. Advisory agents require stronger checks on hallucination, accuracy and automation bias because their outputs can influence human decisions. Agents that act with approval need audit trails, clear workflow controls and incident response plans. Fully autonomous agents require continuous monitoring, enforced guardrails, rollback mechanisms, circuit breakers and defined ownership for outcomes.

The warning comes as agentic AI investment expands across the enterprise software market. Gartner has separately projected that 40% of enterprise applications will include task-specific AI agents by 2026, up from less than 5% in 2025. By 2028, it expects one-third of agentic AI implementations to combine multiple agents with different skills to manage complex tasks across application and data environments.

That growth is creating another pressure point: agent sprawl. Gartner expects an average global Fortune 500 enterprise to have more than 150,000 agents in use by 2028, compared with fewer than 15 in 2025. Only 13% of organisations believe they have the right governance in place for such expansion, underlining the gap between adoption ambitions and control maturity.

The risks are not limited to technology failure. Poorly governed agents can overshare data, take actions outside their intended scope, create compliance breaches, trigger faulty business decisions or widen the attack surface for cyber intrusions. Overly restrictive rules can also backfire by pushing employees towards unsanctioned tools, increasing the likelihood of shadow AI deployments beyond corporate supervision.

The broader market has already seen signs of inflated expectations. Gartner expects more than 40% of agentic AI projects to be cancelled by the end of 2027 because of rising costs, weak business value or inadequate risk controls. The firm has also warned that many vendors are engaging in “agent washing”, rebranding assistants, chatbots and robotic process automation tools as AI agents without meaningful autonomous capabilities.

Enterprises now face pressure to distinguish between genuine agentic systems and conventional automation. Mature deployments are expected to focus less on novelty and more on measurable productivity, cost efficiency, quality improvement and workflow redesign. That shift requires companies to build inventories of agents, define identities and permissions, monitor behaviour, govern information access and retire redundant systems.

Security teams are likely to play a larger role as agents gain write access and interact with corporate infrastructure. Audit functions, legal teams and compliance officers are also expected to demand clearer evidence of how agents are tested, monitored and controlled. For regulated industries, including banking, healthcare, insurance and public services, weak governance could slow deployments even where productivity gains appear attractive.

Finnish-listed Hiab has agreed to buy Labrie Environmental Group for $1.04 billion, moving into North America’s refuse collection vehicle market through one of the sector’s established manufacturers and adding a higher-margin platform to its load-handling equipment business.

The all-cash acquisition values Labrie at $1.035 billion on a cash- and debt-free basis, equivalent to about €890 million using end-May European Central Bank exchange rates. The deal is expected to close in the third quarter of 2026, subject to regulatory approvals and customary conditions.

Labrie, headquartered in Lévis, Quebec, manufactures refuse collection vehicles under the Labrie, Leach and Wittke brands and sells equipment, spare parts and services through a dealer network across the United States and Canada. The company operates four manufacturing sites across Canada, the United States and Mexico and employs about 1,200 people.

For the 12 months ended March 2026, Labrie generated $491 million in sales and comparable earnings before interest, taxes, depreciation and amortisation of $113 million, implying a margin of 23 per cent. The transaction price represents about 9.2 times that comparable EBITDA figure, a valuation that reflects the defensive nature of municipal waste collection, aftermarket services and demand for automated refuse vehicles.

Hiab, formerly part of Cargotec, has been reshaped as a focused load-handling group after the separation of Kalmar and the sale of MacGregor. The company now sells equipment such as loader cranes, truck-mounted forklifts, demountables, hooklifts, forestry and recycling cranes, tail lifts and related services. The Labrie acquisition is its largest step into an adjacent vehicle vertical since that restructuring.

The acquisition gives Hiab a stronger base in North America, where waste and recycling has become a priority segment for equipment makers seeking stable demand from municipalities, private haulers and fleet operators. Refuse collection vehicles are tied to essential services, making the market less exposed to sharp industrial cycles than some construction and cargo-handling equipment lines.

Hiab said the deal would strengthen cash generation immediately after closing while broadening its services revenue. The group has identified potential procurement and sales synergies, helped by overlap in customers, distribution channels and service needs. Labrie’s aftermarket operations under the LabriePlus brand are likely to be central to the integration plan, as spare parts and maintenance tend to support steadier margins than original equipment sales.

Financing has been arranged through Danske Bank and OP Corporate Bank. Hiab ended the first quarter of 2026 with net cash of €219 million and gearing of minus 23 per cent. Had the transaction closed at the end of that quarter, pro forma gearing would have been about 70 per cent, above the company’s target of below 50 per cent. That shift underlines the scale of the acquisition and will place attention on post-deal deleveraging, cash conversion and execution risk.

Hiab president and chief executive Scott Phillips has described the acquisition as aligned with the company’s profitable growth strategy and said Labrie provides access to new resources and technologies. Labrie chief executive Michael Eastabrook said joining Hiab would give the company a wider global platform and accelerate technology development.

The deal also reflects consolidation in solid waste and recycling equipment. Large manufacturers have been expanding into refuse collection, recycling systems, compaction and aftermarket services as cities and haulers upgrade fleets, seek automation and respond to labour constraints. Demand is also being shaped by interest in lower-emission vehicles, compressed natural gas fleets, electric refuse trucks and higher-efficiency collection systems.

Labrie’s key product categories include automated side loaders, front loaders and rear loaders. Automated side loaders are particularly important in North America because they reduce manual handling, improve route productivity and can help operators manage driver shortages. The company’s long operating history, dealer coverage and established brands make it a strategic target for a buyer seeking immediate scale rather than building a refuse vehicle platform from scratch.

For Wynnchurch Capital, which acquired Labrie in 2020, the sale marks an exit from a business it backed through capacity expansion, market penetration and aftermarket growth. The private equity firm had positioned Labrie as a platform in essential residential waste collection, a market with recurring fleet replacement and service requirements.

Competitive pressure will remain significant. Labrie operates against major North American and international players in refuse equipment, including companies linked to broader industrial groups with strong manufacturing capacity and dealer networks. Hiab’s challenge will be to preserve Labrie’s brand strength and customer relationships while using its own engineering, procurement and service infrastructure to improve scale.

UAE real gross domestic product expanded 6.2 per cent in 2025 to AED1.9 trillion, underscoring the country’s strongest evidence yet that diversification is becoming the central driver of national output rather than a supporting pillar.

The Federal Competitiveness and Statistics Centre said non-oil GDP rose 6.8 per cent to AED1.5 trillion, outpacing headline growth and reinforcing the shift towards trade, finance, construction, manufacturing, real estate, logistics, tourism and digital industries. The figures place the UAE’s economy on a firmer footing as it pursues the “We the UAE 2031” agenda, which seeks to lift national GDP to AED3 trillion over the next decade.

Abdulla Bin Touq Al Marri, Minister of Economy and Tourism, said the national economy continued to deliver “outstanding and exceptional performance” under the leadership of President Sheikh Mohamed bin Zayed Al Nahyan and the directives of Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister and Ruler of Dubai. He said the results reflected the effectiveness of a diversified and sustainable economic model supported by non-oil expansion and the rising role of new economy industries.

Construction recorded the fastest sectoral growth in 2025, rising 11.1 per cent, as infrastructure projects, housing demand, commercial development and tourism-linked assets continued to support activity across the Emirates. Financial and insurance activities followed with growth of 10.4 per cent, reflecting deeper capital markets, stronger banking activity, wealth management flows and demand for business services.

Real estate expanded 7.9 per cent, supported by investor demand, population growth and sustained activity in Dubai and Abu Dhabi. Transport and storage grew 7.8 per cent, helped by aviation, ports, logistics and re-export activity, all of which remain central to the UAE’s position as a trade and travel hub linking Asia, Africa, Europe and the wider Middle East.

Trade retained the largest share of non-oil GDP at 16.9 per cent, confirming its role as the broadest contributor to the diversified economy. Financial and insurance activities accounted for 13.2 per cent, construction contributed 12.9 per cent, and manufacturing industries represented 12.8 per cent. The spread of contributions points to a more balanced production base, reducing dependence on hydrocarbons even as oil and gas remain important to fiscal strength, investment capacity and external balances.

Hanan Mansour Ahli, Managing Director of the Federal Competitiveness and Statistics Centre, said the 2025 results reflected the success of development and economic policies in strengthening stability and competitiveness across key sectors. She said investment in the digital economy, technology and innovation was helping build a more integrated ecosystem for long-term growth and reinforcing the UAE’s position as a global centre for business and investment.

The 2025 performance exceeded earlier expectations framed during the year, when growth forecasts had pointed to a strong but more moderate expansion. Higher oil output provided support, but the scale of non-oil activity shows that private-sector momentum, investment spending and structural reforms made a decisive contribution. Business licensing reforms, 100 per cent foreign ownership rules in many sectors, residency changes, free-zone expansion and corporate tax clarity have helped sustain investor interest despite wider geopolitical uncertainty.

Dubai’s economy provided one of the clearest signals of non-oil momentum during 2025, with trade, tourism, transport, financial services and real estate continuing to expand. The emirate’s visitor numbers, aviation capacity and hospitality investment supported consumption and services activity, while its property market remained a magnet for international capital. Abu Dhabi also advanced its diversification strategy through manufacturing, clean energy, artificial intelligence, financial services and industrial investment, backed by sovereign capital and long-term development plans.

The figures also highlight policy challenges. Rapid growth in construction and real estate can deepen pressure on housing affordability, infrastructure capacity and business costs. Strong population inflows support demand but require continued investment in transport, utilities, schools and healthcare. Higher non-oil output also increases the importance of productivity, skilled labour, technology adoption and regulatory consistency if growth is to remain sustainable.

External risks remain part of the outlook. Oil price volatility, shipping disruptions, regional tensions, global interest-rate movements and slower demand in major trading partners could affect trade flows and investment sentiment. The UAE’s open economy benefits from global connectivity, but that same openness leaves parts of the economy exposed to swings in capital, tourism and logistics conditions.

A sweeping overhaul of the UAE’s civil law takes effect on June 1, lowering the age of legal adulthood to 18 and changing how contracts, compensation claims, civil disputes and legal obligations are interpreted across the country.

Federal Decree-Law No 25 of 2025 on the Civil Transactions Law replaces the 1985 framework that has underpinned much of the UAE’s private law system for four decades. The law was issued on October 1, 2025, published in Official Gazette No 809 on October 14, and becomes effective on June 1, 2026, marking one of the country’s most significant civil law updates since the formation of its modern legal architecture.

The most visible change is the reduction of the age of majority from 21 to 18 Gregorian years. From Monday, an 18-year-old with full legal capacity will be treated as an adult for most civil and financial matters, allowing them to enter into contracts, manage bank accounts, handle assets, run business activities, take legal action and defend claims in their own name without requiring parental or guardian approval in ordinary civil transactions.

The change is expected to have direct consequences for families, banks, landlords, employers, universities, insurers and service providers. Young adults who were previously treated as minors under many civil arrangements will gain wider independence in rental agreements, employment documents, education contracts, financing arrangements and certain property-related dealings. Financial institutions, however, are still expected to apply affordability checks, risk controls and sector-specific compliance rules before extending credit or approving complex products.

The new law also lowers the age at which a minor may seek judicial authorisation to manage their own funds from 18 to 15, giving courts a clearer role in assessing early financial responsibility. That provision is likely to matter in inheritance, family business, investment and guardianship cases where younger individuals seek controlled access to assets before reaching full legal adulthood.

For businesses, the law introduces a broader recalibration of contract rules. It retains the principle that clear contractual wording should govern agreements but strengthens the role of good faith in negotiation, interpretation and performance. Courts will be able to consider commercial custom, the circumstances surrounding contract formation and the relative positions of the parties when resolving ambiguity. That shift may reduce reliance on narrow technical readings of contracts where conduct or surrounding facts point to a different commercial understanding.

Pre-contractual negotiations are also given greater legal weight. Parties that negotiate or terminate negotiations in bad faith may face liability for actual damages, particularly where material information has been deliberately withheld. The law recognises disclosure duties during negotiations and treats decisive information linked to the substance of a contract, or to the characteristics of the parties, as relevant to the validity and fairness of the transaction.

Compensation rules are expected to become more structured. Misrepresentation may support claims for damages, while the law distinguishes between actual loss and expected profits unless the parties agree otherwise. The framework also reinforces limits on abusive exercise of rights, including situations where a right is used only to cause harm, without legitimate interest, or in a way disproportionate to the benefit sought.

Commercial parties are likely to review standard terms, negotiation protocols, disclosure practices, termination clauses and dispute-resolution strategies. Contracts entered into from June 1 will generally fall under the new regime, while earlier agreements are expected to remain governed by the previous framework except where limitation periods are still running and the new law provides otherwise. That transitional point is important for long-term supply agreements, construction contracts, finance documents and shareholder arrangements.

The law also updates rules affecting civil companies and professional partnerships. A single person may establish and own a civil company where permitted, while professional companies receive a clearer regulatory structure. Managers’ authority after dissolution is more tightly framed, with personal liability possible for actions taken after a company’s dissolution where such conduct creates obligations.

Judges are given broader discretion where no explicit statutory provision applies. In such cases, courts may refer to principles of Islamic Sharia and select the outcome that best serves justice and public interest without being confined to one school of jurisprudence. The approach is designed to preserve legal continuity while allowing courts to respond to modern transactions that may not have been fully anticipated under the older code.

Oman has launched a $1 billion lithium-ion battery materials project in Sohar Free Zone, marking one of the Sultanate’s most significant moves into the clean-energy manufacturing supply chain and deepening its push to attract advanced industrial investment beyond oil and gas.

The project centres on an anode materials production plant with planned annual capacity of up to 200,000 tonnes, a scale that places it among the larger battery-component manufacturing investments announced in the Gulf. The facility is being developed in phases to match global demand for lithium-ion battery inputs used in electric vehicles, energy-storage systems, consumer electronics and industrial power applications.

Chinese company Chongqing Electric is leading the investment through its Hong Kong-based subsidiary, with construction starting at Sohar Free Zone. The project has been presented as a strategic manufacturing base for global customers seeking battery materials outside the traditional production centres in East Asia. The first production lines are expected to support growing demand from battery makers as automakers and grid operators expand electrification plans.

Oman’s selection reflects a mix of logistics, energy access and industrial incentives. Sohar offers deep-water port capacity, free-zone benefits and direct links to shipping routes across the Gulf, Asia, Africa and Europe. The Sultanate has also been positioning its industrial zones as platforms for export-led manufacturing, with tax and customs advantages designed to attract capital-intensive industries.

Anode materials are a core component of lithium-ion batteries, typically made from natural or synthetic graphite and engineered to hold lithium ions during charging. While cathode chemistries often receive greater public attention because of metals such as lithium, nickel and cobalt, the anode is essential to battery performance, safety, charging speed and lifecycle durability. Securing anode supply has become a priority for battery producers as demand from electric mobility and stationary storage accelerates.

Global electric car sales exceeded 17 million units in 2024, lifting battery demand sharply and tightening competition across materials, refining and component manufacturing. Battery demand for electric vehicles stood at about 1 terawatt-hour in 2024 and is projected to more than triple by 2030 under current policy settings. That trajectory has encouraged battery-material companies to diversify production footprints, particularly as trade restrictions, tariff risks and localisation rules reshape global supply chains.

For Oman, the Sohar project fits into a broader industrial strategy built around Vision 2040, which seeks to reduce dependence on hydrocarbons and expand manufacturing, logistics, mining, green hydrogen and technology-linked sectors. The country has already drawn investment into petrochemicals, metals, ports, renewable energy and hydrogen projects, but battery-material production represents a more direct entry into the electric-vehicle and energy-storage value chain.

The investment also strengthens Oman’s appeal to companies seeking locations with access to Gulf energy infrastructure and maritime connectivity without the higher cost base of some mature manufacturing hubs. Sohar’s position outside the Strait of Hormuz, its proximity to regional markets and its established industrial ecosystem provide advantages for exporters handling bulk materials and high-value components.

The project could create skilled technical jobs and support supplier activity in engineering, logistics, utilities, maintenance and industrial services. It may also encourage additional investments in upstream materials handling, chemical processing and downstream battery assembly if global customers seek clustered supply chains closer to ports and renewable-energy projects.

Oman will still face challenges in converting a major capital announcement into a durable industrial cluster. Battery materials manufacturing requires strict quality controls, consistent energy supply, advanced environmental management and long-term offtake arrangements with major cell producers. The sector is also exposed to commodity price swings, technology shifts and intense competition from China, South Korea, Japan, Indonesia, Morocco, Europe and North America.

Environmental scrutiny is likely to rise as the plant moves through development. Anode production can involve high-temperature processing and chemical treatment, depending on the feedstock and production route. Regulators and operators will be expected to demonstrate controls on emissions, water use, waste handling and worker safety, particularly as clean-energy supply chains face pressure to prove that lower-carbon end markets are not being built on weak industrial safeguards.

Gulftainer’s 35-year Port Canaveral concession has become a durable foothold for UAE-linked port capital in the United States, with the Florida terminal now tied to cargo handling, bonded warehousing and commercial space logistics at one of America’s most strategically located maritime gateways.

The agreement, signed in 2014 between Port Canaveral and GT USA, Gulftainer’s United States subsidiary, gave the company responsibility for operating and developing the container and multi-purpose cargo terminal on Florida’s east coast. It marked Gulftainer’s first North American port operations contract and placed a Sharjah-headquartered logistics group inside a port district closely connected to Cape Canaveral, Kennedy Space Center, cruise traffic and regional industrial distribution.

The terminal, known as Canaveral Cargo Terminal, occupies a northside cargo footprint within Port Canaveral and handles a mix of containers, lumber, project cargo, dry bulk, vehicles and space-related maritime cargo. Port records identify GT USA as the operator under the 35-year marine terminal agreement, with the facility also supporting recovery and transport operations linked to SpaceX and Blue Origin. Those companies use Port Canaveral berths and infrastructure to move recovered components, giving the cargo terminal a role beyond conventional freight.

The original lease envisaged up to $100 million in investment in equipment, infrastructure and local employment. At the signing, Port Canaveral officials framed the deal as a way to build container business faster than the port could have done on its own, while Gulftainer’s leadership presented the terminal as a southern Atlantic gateway linking Florida to the Caribbean, Latin America, Africa, Europe, the Middle East and Asia.

More than a decade later, the Florida operation sits within a larger port economy dominated by cruise traffic but still reliant on cargo diversification. Port Canaveral reported record fiscal 2025 performance, with earned revenue of $218 million, including $182 million from cruise operations, $25 million from cargo and $11 million from non-ship operations. Cargo volumes remained substantial, including more than three million short tons of petroleum, two million short tons of aggregates, 850,000 short tons of forest products and 384,000 short tons of general cargo.

The port’s cargo profile helps explain the continued importance of private terminal operators. Port Canaveral handles breakbulk, bulk cargo, containers, roll-on/roll-off cargo and project cargo. Its location offers access to Orlando, Tampa, Jacksonville, Miami and the wider south-eastern United States, with road links to Interstate 95, State Road 528, US 1, Interstate 4 and the Florida Turnpike. For importers and exporters, that inland connectivity is central to the terminal’s commercial appeal.

Gulftainer has moved to strengthen the Canaveral operation through additional warehousing. The company added five bonded warehouses at the terminal, giving it more than 56,000 square feet of enclosed storage capacity for cargo requiring secure handling, customs-related controls and protection from weather. The facilities are positioned close to the quay, allowing cargo to move between vessel, storage and onward transport with fewer handling delays.

Security has remained an important element of the terminal’s operating environment. The port’s location near major space assets and defence-related infrastructure put the Gulftainer deal under scrutiny when it was announced, particularly because the lease was not awarded through a conventional competitive tender process. GT USA has since stressed compliance with maritime security requirements, dangerous cargo rules and International Traffic in Arms Regulations procedures needed for space-industry customers.

Canaveral Cargo Terminal passed its tenth consecutive annual United States Coast Guard inspection with no deficiencies, a result the company has used to highlight its compliance record under the Maritime Transportation Security Act. The inspection record is significant because the terminal operates in a security-sensitive setting where cargo, space hardware and critical port infrastructure intersect.

Port Canaveral’s broader investment cycle is also changing the operating backdrop. The port’s five-year capital improvement plan has risen to $912 million, with spending aimed at cruise terminals, parking, cargo berths and infrastructure upgrades. The arrival of an additional mobile harbour crane in 2025 was described by port officials as effectively tripling cargo-handling capacity when combined with two existing cranes. Renovation work at North Cargo Berth 4 and the clearing of nearby upland areas are expected to create further cargo development opportunities.

Gulftainer’s Florida business is part of a wider international portfolio spanning ports, terminals, logistics centres, warehousing and inland transport. The company’s United States expansion later included a long-term concession at the Port of Wilmington in Delaware, although Port Canaveral remains the entry point that established its American operating presence. Its Canaveral terminal now reflects a hybrid model: a regional cargo gateway, a storage and distribution platform, and a support node for commercial space activity.

Competition remains intense. Larger Florida ports such as Port Everglades, PortMiami and Port Tampa Bay command wider container, fuel and cruise networks, while Atlantic and Gulf Coast ports continue investing in deeper berths, cranes and warehouse capacity. Canaveral’s advantage lies less in scale than in location, congestion management, proximity to Central Florida markets and its unusual connection to the space sector.

UAE President His Highness Sheikh Mohamed bin Zayed Al Nahyan was represented at the Eurasia Economic Forum 2026 in Astana by Dr Thani bin Ahmed Al Zeyoudi, Minister of Foreign Trade, as Abu Dhabi moved to strengthen commercial links with a region central to new supply chains, logistics corridors and investment flows.

The forum, held on May 28 and 29 alongside the Supreme Eurasian Economic Council, brought together heads of state, ministers, senior officials, business leaders and international organisations from Eurasian Economic Union member states and partner economies. Kazakhstan hosted the event during its 2026 chairmanship of the union’s governing bodies, placing trade facilitation, digital transformation, industrial cooperation and transport connectivity high on the agenda.

Al Zeyoudi used the gathering to underline the UAE’s widening trade strategy with the Eurasian bloc, which includes Armenia, Belarus, Kazakhstan, Kyrgyzstan and Russia. Non-oil trade between the UAE and the Eurasian Economic Union exceeded $33.3 billion in 2025, rising 15 per cent from the previous year, while trade with Kazakhstan reached about $6.1 billion, an increase of 8.6 per cent. The figures reinforce Kazakhstan’s position as the UAE’s leading trading partner in Central Asia and among Arab-linked trade partners in the country’s market.

The UAE’s presence in Astana follows the economic partnership agreement signed with the Eurasian Economic Union last year, a pact designed to reduce trade barriers, improve market access and support cooperation across goods, services, logistics, investment and priority industrial sectors. The agreement fits into the UAE’s wider effort to expand non-oil trade, diversify export markets and position the country as a gateway between Asia, the Middle East, Africa and Europe.

Al Zeyoudi held separate meetings on the sidelines of the forum with senior officials from Kyrgyzstan, Kazakhstan’s financial centre and the country’s export credit agency. The discussions focused on investment channels, export finance, financial services, digital trade and opportunities for companies seeking to use the UAE as a base for regional expansion. Dr Mohammed Saeed Al Ariqi, UAE Ambassador to Kazakhstan and Non-Resident Ambassador to Kyrgyzstan, accompanied the delegation.

The forum’s agenda reflected the growing economic weight of the Eurasian bloc at a time when many governments are reassessing trade routes and supply resilience. Mutual trade within the Eurasian Economic Union surpassed $95 billion in 2025 and is expected to exceed $100 billion in 2026, supported by stronger intra-bloc commerce, industrial collaboration and transport links. The bloc’s combined GDP is forecast to grow by about 2.5 per cent over 2026 and 2027, giving partner countries a larger platform for trade and investment engagement.

For the UAE, the Astana forum offered a chance to build on a foreign trade policy that has become a central pillar of national economic planning. Non-oil trade in goods reached Dh3 trillion in 2024, up 14.6 per cent from the previous year, bringing the country closer to its Dh4 trillion target for 2031. Exports have also taken a larger share of total non-oil trade, while trade agreements with partner economies have helped manufacturers, logistics companies, financial firms and service providers reach new markets.

The Eurasian corridor is gaining importance because of its position between China, Europe, the Gulf and South Asia. Kazakhstan, in particular, has invested heavily in transport infrastructure, dry ports and rail links that connect the Caspian region with wider continental routes. For UAE companies, these routes offer opportunities in warehousing, ports, aviation, agritech, metals, food security, renewable energy and digital services.

The UAE’s trade diplomacy has expanded beyond conventional goods exchange. Its agreements increasingly cover investment protection, customs cooperation, technical standards, small-business participation and supply-chain efficiency. That approach is intended to give private companies clearer rules and lower costs when entering unfamiliar markets, while also creating room for joint ventures in sectors where the UAE has developed global capabilities.

Emirates NBD has extended its push to draw more retail investors into UAE equity markets by offering zero commissions on local share trading through ENBD X, its digital wealth platform, sharpening competition among banks and brokerages seeking a bigger role in the country’s expanding investment ecosystem.

The initiative allows eligible customers to buy and sell shares listed on Dubai Financial Market, Abu Dhabi Securities Exchange and Nasdaq Dubai through the bank’s mobile app without brokerage commissions. The offer gives retail investors direct access to more than 150 UAE-listed equities, including leading names such as Emaar Properties, DEWA, Salik, ADNOC-linked companies and other large-cap issuers that dominate local market turnover.

Emirates NBD is positioning the service as part of a broader strategy to make wealth products easier to access through digital channels. ENBD X already gives users exposure to global equities, exchange-traded funds, bonds, sukuk, mutual funds and precious metals, with the bank saying the platform offers access to more than 11,000 stocks and ETFs across UAE and international markets. Local equities can be traded through the same app used for day-to-day banking, reducing the friction that has historically kept smaller savers away from direct market participation.

The zero-commission local equities campaign is currently promoted as running until 15 July 2026, subject to terms and conditions. Investors are still expected to consider other applicable charges, market fees, custody arrangements, taxes where relevant outside the UAE, and product risks before placing trades. The removal of brokerage commissions lowers the visible cost of trading but does not eliminate market volatility, bid-ask spreads or the possibility of capital loss.

The bank’s earlier rollout of fee-free local equities trading has already gained traction. Within a year of launch, the initiative crossed AED5 billion in customer trade volumes and more than 300,000 commission-free trades across DFM, ADX and Nasdaq Dubai. That uptake suggests a growing appetite among UAE residents for direct exposure to listed companies, especially as mobile-first platforms simplify onboarding and portfolio monitoring.

The move comes as the UAE continues to deepen its capital markets through public listings, government-related offerings and private-sector floats. Dubai and Abu Dhabi have both used initial public offerings to broaden market depth, while listed entities in utilities, tolling, logistics, energy, real estate and consumer sectors have attracted retail and institutional participation. Dividend yields, tax treatment on personal investment income and exposure to domestic growth remain important selling points for local equities.

Competition in digital wealth is also intensifying. Banks, securities firms, fintech platforms and international brokers are seeking to capture younger investors, affluent expatriates and high-net-worth clients who want app-based access to multiple asset classes. Zero-fee trading has become a common tactic globally, though it also raises questions about investor behaviour, especially if lower transaction costs encourage excessive short-term trading rather than disciplined portfolio building.

Emirates NBD’s advantage lies in its large customer base and ability to integrate banking, investment and advisory services inside one platform. The ENBD X model gives customers a single entry point for account opening, trading, research tools and alerts. Price alerts and real-time access to local markets may help active investors respond more quickly to earnings, dividend announcements, corporate actions and wider market swings.

For UAE exchanges, wider retail access supports liquidity and market participation. DFM, ADX and Nasdaq Dubai have been seeking deeper investor engagement as the country strengthens its position as a regional capital markets hub. Dubai International Financial Centre has also continued to attract asset managers, hedge funds and financial services firms, reflecting broader growth in the UAE’s wealth and investment industry.

The broader market backdrop remains mixed. UAE equities have benefited from economic diversification, corporate earnings in key sectors and investor interest in high-dividend stocks. At the same time, market sentiment remains sensitive to oil prices, interest-rate expectations, global risk appetite and regional geopolitical tensions. These factors can move valuations sharply, especially in sectors such as real estate, banking, energy and transport.

ADNEC Centre Abu Dhabi has won five global titles at Eventex 2026, strengthening Abu Dhabi’s standing as a major international hub for exhibitions, conferences, sporting events and large-scale gatherings.

The flagship venue of ADNEC Group, now part of Modon, secured the titles of World’s Best Sustainable Venue, World’s Best Convention Centre, World’s Best Exhibition Venue, World’s Best Sports Venue and World’s Best Wedding Venue. The sweep places the centre among the most recognised event venues globally at a time when destinations are competing sharply to attract business tourism, major conferences and high-value exhibitions.

The awards were announced during the 16th edition of Eventex, a global platform for the events and experience-marketing industry. The 2026 edition drew 1,405 entries from 58 countries, with judging carried out by 251 specialists from 43 countries. The scale of the competition underlines the growing weight of venue quality, sustainability credentials and operational reliability in the global meetings, incentives, conferences and exhibitions sector.

ADNEC Centre Abu Dhabi’s recognition as World’s Best Sustainable Venue reflected its clean-energy operations and wider environmental management systems. The venue has positioned sustainability as a core part of its operating model, including the use of clean power, energy-efficiency technologies and sustainable event-management practices. Its standing has also been reinforced by ISO 20121-linked sustainability processes used across major events hosted at the centre.

Humaid Matar Al Dhaheri, Group CEO of ADNEC Group, said the awards reflected Abu Dhabi’s strategic position as a leading destination for exhibitions, conferences and international meetings. He said the recognition demonstrated the confidence placed in the venue by partners and clients across institutional, commercial and public-event segments.

Khalifa Al Qubaisi, Chief Commercial Officer at ADNEC Centre Abu Dhabi, said the achievement showed the centre’s strong presence in the global exhibitions and events industry, pointing to its facilities, integrated services and professional operations teams as key factors behind the performance.

The five titles also highlight the breadth of ADNEC Centre Abu Dhabi’s business model. Its wins across convention, exhibition, sports and wedding categories suggest that the venue is being assessed not only on scale, but also on its ability to serve varied formats with consistent standards. That versatility has become increasingly important as global venues seek to reduce reliance on one segment and maximise year-round utilisation.

ADNEC Centre Abu Dhabi offers 153,678 square metres of event space and serves as one of the central platforms for Abu Dhabi’s business-tourism strategy. The venue hosts international exhibitions, policy forums, defence and security events, healthcare gatherings, sustainability conferences, consumer shows and private events. Its calendar for the first half of 2026 includes a heavy schedule across exhibitions, conferences and special events, with ADNEC Group planning 192 events across its UAE-based venues during the period.

The centre’s role has expanded as Abu Dhabi builds a broader events economy linked to tourism, hospitality, aviation, culture and investment promotion. Major venues now compete not merely as halls for hire, but as integrated destinations offering event planning, catering, digital infrastructure, protocol services, visitor management and sustainability reporting. ADNEC Group’s wider portfolio, which includes ADNEC Centre Al Ain, ExCeL London and the Business Design Centre in London, gives it international scale in a sector where global networks are becoming more influential.

The Eventex result comes as the Middle East continues to strengthen its profile in the global events industry. The UAE ranked among the leading countries at the 2026 awards, with 64 honours, including 29 gold awards. That performance reflects the region’s investment in venues, destination branding, aviation links, tourism infrastructure and large-format experiences.

For Abu Dhabi, the awards provide added momentum as the emirate seeks to attract specialised exhibitions and high-spending business travellers. Events linked to energy, sustainability, healthcare, artificial intelligence, finance, defence, manufacturing and culture are increasingly central to its diversification agenda. Large conferences and exhibitions generate hotel stays, airline traffic, restaurant spending, logistics contracts and professional-services activity, creating a wider economic impact beyond venue rental.

Sustainability is also becoming a decisive factor in event-hosting decisions. International organisers are under rising pressure to reduce emissions, manage food waste, report environmental performance and select venues with credible energy and waste-management systems. ADNEC Centre Abu Dhabi’s clean-energy positioning gives it an advantage as corporate and government event organisers place greater weight on environmental benchmarks.

Deloitte has expanded its alliance with Netskope to deliver managed Secure Access Service Edge services across Europe, the Middle East and Africa, targeting large enterprises reshaping networks for cloud workloads, hybrid work and AI adoption.

The offering brings together Deloitte’s cyber operations, advisory and managed security capabilities with Netskope’s cloud security platform, giving clients a single service model for network transformation, access control, data protection and threat defence. The service is being rolled out first in EMEA, with wider geographic expansion expected as enterprise demand for managed security and networking services grows.

The move strengthens a partnership that has already covered cloud security transformation and managed detection and response. Deloitte will use Netskope technology to support clients seeking to reduce complexity across fragmented security stacks while moving away from legacy perimeter-based network models. The service is designed for organisations operating across multiple cloud environments, distributed offices, remote users and AI-enabled applications.

Managed SASE combines networking and security functions into a cloud-delivered framework. Deloitte and Netskope’s service includes software-defined wide area networking, zero trust network access, secure web gateway, cloud access security broker and firewall-as-a-service capabilities. These tools are intended to secure user access to applications and data regardless of location, while giving security teams clearer visibility over traffic, identity, policy enforcement and risk.

The expansion comes as enterprise technology teams face pressure to support AI use without widening exposure to data leakage, unauthorised access and shadow technology adoption. Generative AI tools, cloud platforms and software-as-a-service applications have increased the volume of sensitive data moving outside traditional corporate networks. That shift has made identity-based access, continuous monitoring and policy-led controls central to cybersecurity planning.

Deloitte’s role is expected to focus on advisory, architecture, implementation and ongoing operations. Netskope provides the underlying platform through Netskope One, which is built around security service edge and SASE capabilities. The companies are positioning the service as a way for clients to speed up network modernisation while avoiding the operational burden of integrating multiple vendors and running separate security controls.

The commercial timing is significant. SASE has become one of the fastest-growing segments in enterprise cybersecurity as organisations consolidate secure access, web security, cloud security and branch connectivity. The market is projected to reach about $28.5bn by 2028, expanding at an annual rate of roughly 26 per cent. Other industry estimates point to continued double-digit growth into the next decade as cloud-first architectures and distributed workforces become standard operating models.

Competition in the sector is intensifying. Palo Alto Networks, Zscaler, Cisco, Fortinet, Cato Networks, Versa Networks and Broadcom are among the companies competing for large enterprise SASE and security service edge contracts. Global systems integrators and managed security service providers are also playing a larger role as corporate buyers seek support in deployment, governance and round-the-clock operations rather than purchasing software alone.

Netskope has built its position around cloud access security, data loss prevention, zero trust access and secure web gateway functions. The company has gained recognition in security service edge and SASE platform evaluations, strengthening its appeal to enterprises looking for integrated controls across users, applications and data. Its public listing under the NTSK ticker has also raised its visibility in a market where investors continue to track cybersecurity demand linked to cloud migration and AI-related risk.

For Deloitte, the expanded service gives its cyber practice a stronger managed SASE proposition at a time when consulting clients are reviewing network security budgets and supplier strategies. Many enterprises still run legacy VPNs, separate firewalls, standalone web gateways and multiple cloud access tools. Migrating those controls into a managed SASE model can reduce duplication, but it also requires careful planning around identity systems, compliance duties, data residency and existing network contracts.

The EMEA focus reflects demand from multinational companies that must secure users across different regulatory environments. Financial services, healthcare, manufacturing, energy and public sector organisations are among the sectors under pressure to modernise secure access while meeting tighter data protection and operational resilience rules. A managed model can appeal to companies with skills shortages in cybersecurity operations, though buyers are likely to scrutinise service-level commitments, regional support depth and integration with existing security operations centres.

The Deloitte–Netskope expansion also illustrates a broader shift in cybersecurity procurement. Enterprises are moving from product-by-product buying towards platform-led and managed service arrangements, particularly where network transformation is linked to AI deployment. That model can simplify governance and improve response times, but it may also raise questions about vendor dependency, migration costs and how easily organisations can adapt policies across different business units.

MarsLab Pte Ltd has introduced a Singapore-based roadmap for AI inference infrastructure, positioning the company around enterprise and edge deployment at a time when organisations are shifting from model experimentation to production-scale artificial intelligence systems.

The roadmap, announced on 28 May, centres on what MarsLab describes as a system-first approach to inference, the stage at which trained AI models generate outputs in live applications. The company’s plan is aimed at workloads that require stable performance, lower latency, predictable cost structures and deployment flexibility across cloud, on-premise and edge environments.

MarsLab’s move reflects a wider change in the AI market. After two years dominated by the race to train larger foundation models, corporate attention is turning to the practical challenge of running AI reliably inside business processes. Banks, logistics firms, healthcare providers, manufacturers and public-sector agencies increasingly need infrastructure that can support high-volume inference, protect sensitive data and meet governance requirements without relying solely on centralised cloud systems.

The Singapore roadmap places MarsLab within a growing regional market for AI infrastructure, where demand is being shaped by enterprise adoption, data sovereignty concerns and the emergence of agentic AI systems. These systems often involve multiple models, retrieval tools and decision workflows, making inference more complex than a single prompt-and-response process. Production systems must handle spikes in demand, maintain response times and support observability, audit trails and failover mechanisms.

Singapore offers a strategic base for such infrastructure because of its connectivity, enterprise technology ecosystem and policy emphasis on trusted AI deployment. The city-state has been expanding initiatives linked to AI adoption, governance and digital resilience, while also managing constraints around power, land and sustainable data-centre growth. Those pressures are forcing infrastructure providers to focus not only on compute capacity but also on energy efficiency, orchestration and workload optimisation.

MarsLab’s approach appears designed to address that gap. Rather than treating inference as a narrow compute problem, the company is framing it as an operational architecture involving model serving, routing, monitoring, security and deployment controls. This is significant because enterprise AI failures often arise not from model capability alone but from weak integration, unreliable latency, unclear accountability and rising operating costs after pilots move into production.

Edge deployment is another important element of the roadmap. Running AI closer to where data is produced can reduce latency and limit the movement of sensitive information. This has relevance for industrial automation, smart facilities, transport systems, surveillance analytics, retail operations and telecom networks. Edge inference also reduces dependence on continuous connectivity to centralised cloud platforms, though it adds challenges around hardware management, model updates and cybersecurity.

The competitive field is becoming crowded. Global cloud platforms, semiconductor companies, data-centre operators and specialised AI infrastructure providers are all building products around inference. Nvidia’s dominance in accelerator chips has placed GPU availability at the centre of the market, while hyperscale cloud providers are integrating proprietary chips, model-hosting services and enterprise AI platforms. Smaller infrastructure players are seeking differentiation through workload-specific optimisation, regional deployment options and support for hybrid environments.

Cost is likely to be one of the defining issues. Training frontier models remains expensive, but inference can become the larger recurring burden once AI applications gain users. Enterprise systems that call multiple models or agents for each transaction can generate heavy compute demand. Infrastructure that improves utilisation, reduces cold starts and routes workloads efficiently may become critical for organisations trying to move AI from proof-of-concept budgets into normal operating expenditure.

Governance will also shape adoption. Singapore’s AI policy environment has placed emphasis on accountability, responsible deployment and practical safeguards. For companies deploying AI in finance, health, legal services, insurance or public administration, inference systems may need to provide logs, access controls, performance metrics and human oversight points. This is especially important as agentic AI tools begin to take actions, trigger workflows or support decisions with regulatory consequences.

MarsLab has not presented the roadmap as a consumer-facing AI product. Its target market appears to be organisations and developers seeking infrastructure layers for deployment rather than model creation alone. That distinction matters because the AI stack is becoming more specialised. Model providers, application builders, compute operators and governance platforms are forming separate but interdependent layers, creating room for infrastructure firms that can manage the operational middle.

Qatar’s Ministry of Transport has automated 14 additional maritime transportation services, expanding online access for vessel operators, shipping companies and seafarers as Doha pushes ahead with a wider programme to digitise public services and strengthen its logistics base.

The newly automated services are now available through the ministry’s official website and cover two main areas: large-vessel transactions and seafarers’ affairs. Ten services relate to big vessels, while four cover administrative requirements linked to maritime personnel. The move is designed to cut paperwork, shorten processing times and give users a more direct channel for completing regulatory procedures.

The vessel-related services include ship sanitation, permanent registration, provisional registration, payment of annual fees, renewal of provisional registration, extension certificates, exemption certificates, certificates of seaworthiness, no-objection letters for navigational warnings, and records and payment of penalties. The seafarer services include applications for recognition certificates, endorsements and related maritime workforce documentation.

The ministry’s latest step comes as Qatar’s maritime transport system has been handling a steady volume of administrative activity. Maritime Transport Affairs completed 3,074 service transactions in the first quarter of 2026, reflecting sustained demand from vessel owners, operators, agencies, freight forwarders and maritime professionals. A separate monthly period from late February to late March saw 430 transactions completed, indicating the scale of routine regulatory work passing through the sector.

Automation of these procedures is expected to reduce the need for physical visits, improve transparency in application tracking and standardise service delivery. For businesses, the shift can lower transaction costs and help prevent delays in vessel registration, operating permissions and compliance documentation. For seafarers, online access can make certificate-related procedures more predictable, particularly for those working across multiple jurisdictions and shipping schedules.

The development also fits Qatar’s broader digital government agenda, which places public-service automation, digital infrastructure and integrated data systems at the centre of state modernisation. Qatar’s Digital Agenda 2030 seeks to expand digital governance, improve service quality and support a more competitive digital economy. Transport is a key part of that transition because maritime, aviation and land logistics depend on fast regulatory clearances and reliable documentation.

Qatar has been positioning its maritime sector as an important pillar of economic diversification under Qatar National Vision 2030. Hamad Port, the country’s main commercial gateway, remains central to this strategy, supported by Doha Port and Al Ruwais Port. The ports handle containers, general cargo, vehicles, livestock, cruise traffic and other trade flows that connect Qatar with regional and global markets.

Hamad Port has capacity to handle 6mn containers annually once fully operational, along with large volumes of general cargo, food grains and vehicles. That infrastructure has given Qatar greater resilience in supply-chain management and helped strengthen its role as a regional logistics hub. Digitised maritime services are intended to complement that physical capacity by making the administrative side of shipping faster and more responsive.

The timing is significant for the sector. Qatar restored full maritime navigation for all types of vessels in April 2026 after precautionary restrictions linked to regional security conditions. Maritime authorities have since maintained emphasis on operational readiness, safe navigation and supply-chain continuity. Automating services gives regulators another tool to manage compliance while avoiding bottlenecks during periods of heightened demand or disruption.

Industry operators are also adjusting to tighter regulatory requirements. From January 2026, import and export transactions in Qatar are required to be processed through freight forwarding companies authorised by the Ministry of Transport. That directive has increased the importance of clear digital records, licensing accuracy and smoother interaction between shipping lines, freight forwarders, port operators and government departments.

Mwani Qatar, which manages Hamad Port and Al Ruwais Port and oversees the development of Old Doha Port, remains a key player in the wider maritime ecosystem. Its port operations, combined with the ministry’s regulatory role, form the backbone of Qatar’s maritime trade infrastructure. The automation of government-facing services is likely to benefit port users by reducing friction between operational activity and licensing or certification requirements.

The latest package also reflects a regional trend in which Gulf transport authorities are moving more maritime procedures online. Port community systems, electronic manifests, automated licensing and digital payment channels are increasingly viewed as essential for trade competitiveness. For Qatar, the priority is not only to simplify individual services but also to build an integrated transport environment capable of supporting higher cargo volumes, cleaner compliance processes and better data-driven planning.

ROSHN Group has signed a new agreement with Tatweer Buildings Company to design, build and supervise a public educational facility at WAREFA, its integrated residential community in East Riyadh, strengthening the role of schools as core infrastructure in Saudi Arabia’s expanding master-planned neighbourhoods.

The agreement places Tatweer Buildings Company in charge of managing and executing the project through all phases, while ROSHN will supervise delivery. The facility will serve children in kindergarten and the early years of primary school, with capacity for up to 500 pupils. Its location within WAREFA has been selected to allow easy access through pedestrian pathways, linking the school to surrounding homes and reducing reliance on car journeys for families.

The project extends an existing partnership between ROSHN and Tatweer Buildings Company that has already delivered 43 government school projects across ROSHN communities in Riyadh and Jeddah. The combined value of those projects exceeds SAR600 million, directly funded by ROSHN, underscoring the developer’s push to embed education, healthcare, retail, green space and mobility infrastructure into residential planning rather than treating them as later-stage additions.

WAREFA, located in East Riyadh, covers about 1.4 million square metres and is planned to include more than 2,300 homes. The community has been designed around Salmani architectural principles, pedestrian-friendly streets, shaded routes, cycling paths and neighbourhood-level amenities. The educational facility forms part of a broader effort to create walkable districts where families can access essential services within the community.

ROSHN, a Public Investment Fund company, has positioned itself as a central player in the Kingdom’s urban transformation programme. Its projects seek to support home ownership, improve quality of life and create mixed-use communities across major urban centres. The company’s development pipeline includes communities such as SEDRA, ALAROUS, WAREFA, ALMANAR and ALDANAH, alongside destination assets and lifestyle-led projects.

Tatweer Buildings Company brings a specialised education infrastructure mandate to the partnership. Established in 2013 and headquartered in Riyadh, the company operates as a project management and delivery arm for educational buildings, covering design management, construction, supervision, maintenance and facility development. Its portfolio includes more than 1,500 educational facilities and tens of thousands of classrooms, giving it a significant role in school infrastructure delivery across the Kingdom.

The WAREFA school project reflects a wider shift in Saudi real estate development, where public services are increasingly being planned alongside residential districts from the outset. For developers, the presence of schools can strengthen community value, improve family retention and support long-term demand. For residents, it reduces travel time and contributes to safer daily routines, particularly when schools are connected through pedestrian networks.

Education infrastructure has also become a strategic component of the Kingdom’s quality-of-life agenda. Riyadh’s rapid population growth, combined with new housing supply and large-scale urban projects, has increased demand for schools close to emerging residential clusters. Developers are therefore under pressure to deliver not only housing units but also social infrastructure capable of supporting daily life.

ROSHN’s approach to WAREFA follows this model by integrating homes with public facilities, mosques, retail areas, parks and community services. The planned school will serve early education stages, a segment where proximity to home is especially important for families. Its placement within walking distance of residential clusters also supports ROSHN’s emphasis on mobility, safety and community cohesion.

The agreement comes as Saudi Arabia continues to expand the role of state-backed developers in reshaping urban growth. PIF-linked companies are being used to channel long-term capital into housing, tourism, logistics, entertainment and social infrastructure, creating new benchmarks for project scale and delivery. ROSHN’s mandate sits within this framework, with residential communities designed to support economic diversification and livability targets.

For Tatweer Buildings Company, the project reinforces its role in connecting education policy with infrastructure execution. Its work extends beyond construction, covering facility management, safety standards, digital systems and private-sector partnerships. That scope gives it an important position in ensuring that schools are not only built, but also aligned with modern operational and learning requirements.

The WAREFA facility is expected to add further momentum to ROSHN’s community-building strategy in Riyadh, where demand for integrated neighbourhoods remains strong. With families placing growing emphasis on access to schools, healthcare, green space and daily services, education assets are likely to remain a defining feature of the next phase of residential competition in the capital.

Etihad Rail has unveiled the official uniforms for its passenger-facing teams, offering the clearest sign yet that preparations for the UAE’s first national passenger rail service are moving into their final operational phase.

The new look, built around a contemporary grey palette with bold red accents, will be worn by onboard hosts, station staff and other customer-facing employees across the passenger network. The company has positioned the uniforms as part of a wider service identity designed to project professionalism, safety, warmth and modern UAE hospitality as the railway prepares to welcome travellers.

The reveal comes ahead of the planned 2026 launch of passenger services, a milestone that will transform Etihad Rail from a freight-focused operator into a national transport provider serving daily commuters, tourists and intercity travellers. The passenger network is expected to connect 11 cities and areas through stations in Abu Dhabi, Dubai, Sharjah, Fujairah, Al Sila’, Al Dhannah, Al Mirfa, Madinat Zayed, Mezaira’a, Al Faya and Al Dhaid, with operations introduced in phases.

The uniforms were developed for the UAE’s climate and the practical demands of rail operations. Comfort, durability and ease of movement have been balanced with structured tailoring and a consistent visual identity. Grey tones are intended to convey calm, reliability and confidence, while red details reflect the Etihad Rail brand and the country’s wider ambition to expand high-quality public transport.

Adhraa Almansoori, executive director of commercial at Etihad Rail Mobility, said the uniforms would represent the people who become the public face of the passenger service. She said every detail had been considered to reflect safety, professionalism, hospitality and national pride, describing the design as part of the story of a modern railway built around people, connection and experience.

The introduction of the uniforms is more than a branding exercise. For a railway preparing to carry passengers for the first time, staff appearance, service training and customer recognition are central to the early travel experience. Clear uniforms help passengers identify staff quickly at stations and onboard trains, particularly during the initial launch period when travellers will be adapting to a new mode of long-distance public transport.

Etihad Rail has already built its reputation through freight operations, which began across the national network in 2023 after earlier industrial services linked Shah, Habshan and Ruwais. The 900km network connects ports, industrial centres and logistics hubs, reducing reliance on heavy road transport and supporting broader sustainability goals. Passenger services will extend that infrastructure into the daily lives of residents and visitors.

The passenger fleet will comprise 13 trains, each with capacity for up to 400 passengers. Services are designed to operate at speeds of up to 200km/h, offering faster intercity travel and an alternative to road congestion. Ten of the trains have already arrived and undergone testing and certification, while stations are being prepared for integration with other transport modes.

The first phase will place major population and business centres within easier reach of one another. Abu Dhabi, Dubai, Sharjah and Fujairah have been identified as key initial hubs, supported by locations such as Mohammed Bin Zayed City, Jumeirah Golf Estates, University City and Al Hilal. Future phases will broaden access to western and central regions, strengthening links between residential communities, economic zones and tourism destinations.

Onboard facilities are expected to include ergonomic seating, Wi-Fi coverage and power outlets at every seat. The company has also highlighted regular scheduling, safety systems and integration with wider transport networks as priorities for the passenger launch. These details suggest Etihad Rail is targeting both convenience-led commuters and leisure travellers seeking a more comfortable intercity option.

The passenger service forms part of a wider shift in UAE mobility policy, where rail, metro, bus and taxi systems are being linked more closely to reduce pressure on roads and support cleaner transport. Etihad Rail’s freight operations have already shown the commercial value of a national railway, while the passenger launch will test public appetite for rail travel in a country long shaped by car-based movement.

The uniform unveiling also underscores the competitive importance of service culture. As the network prepares to operate across diverse communities and tourist corridors, passenger-facing staff will be expected to combine operational discipline with customer care. Their role will range from safety guidance and boarding support to journey assistance and hospitality, making the uniform an early symbol of how the railway wants to be seen by the public.

UAE office rents rose at double-digit rates in the first quarter of 2026 as limited prime supply, resilient tenant demand and stronger renewal activity kept pressure on occupiers across Dubai and Abu Dhabi, even as new leasing decisions became more cautious amid regional uncertainty.

Abu Dhabi’s prime office rents increased 11.7 per cent year on year, while Grade A and Grade B spaces rose 5.1 per cent and 4.2 per cent respectively. Dubai recorded sharper gains across secondary and premium office segments, with Grade B offices leading the market at 23.4 per cent annual growth, followed by Grade A at 19 per cent and prime offices at 17.2 per cent.

The figures point to a commercial property market still shaped by a shortage of high-quality space in core districts. Companies seeking central locations, modern specifications and access to transport links continued to face limited choices, forcing some occupiers to renew existing leases or shift to Grade B assets that meet operational needs at comparatively lower cost. That shift has pushed rental growth beyond the prime segment and widened competition for well-managed buildings outside the most expensive clusters.

Dubai’s office inventory stood at 101.1 million sq ft at the end of the quarter, while Abu Dhabi’s total office stock reached 4.18 million square metres. Vacancy remained tight in both cities. Abu Dhabi’s citywide office vacancy was just 1.4 per cent, with prime vacancy at 0.1 per cent. Dubai’s citywide vacancy rose to 7.3 per cent after new deliveries, while prime vacancy edged up to 0.7 per cent, still leaving little room for large occupiers seeking immediate space.

Leasing activity showed a more selective market. Office rental contract registrations declined 6 per cent year on year in Abu Dhabi and 7.7 per cent in Dubai. New monthly contracts also softened, falling 19.7 per cent in Abu Dhabi and 20.6 per cent in Dubai in March compared with February. The pullback reflected a wait-and-see stance among some businesses, particularly where expansion plans require major fit-out spending or long-term commitments.

Renewals, however, told a different story. Dubai recorded an 11.2 per cent year-on-year increase in office renewals, signalling that existing tenants remain confident about maintaining operations but are less willing to relocate in a constrained market. For landlords, the pattern has preserved pricing power. For tenants, it has increased the cost of delaying decisions, especially in areas where near-term supply is limited.

The performance comes against a broader economic backdrop in which financial services, technology, professional services, construction and trade continue to underpin demand for commercial space. Dubai’s role as a regional headquarters hub, Abu Dhabi’s push to expand financial and technology clusters, and the UAE’s policy focus on non-oil growth have kept demand active despite pressure from higher operating costs and geopolitical disruption.

Retail property also showed signs of tighter supply, though performance varied by format and customer base. Dubai’s existing retail inventory reached 56 million sq ft, with citywide vacancy narrowing to 4.8 per cent. Abu Dhabi’s vacancy rate stood at 8.9 per cent, reflecting a more stable but still competitive market.

Dubai’s super-regional malls recorded 12.4 per cent annual rental growth, while prime super-regional properties posted a more modest 1.7 per cent increase. Abu Dhabi’s prime super-regional malls held rents at AED5,524 per square metre, supported by selective demand from retailers seeking dominant destinations with strong catchment areas.

Retail leasing conditions were mixed. Dubai’s new retail rental contracts declined 9.9 per cent year on year, indicating softer demand from some categories exposed to tourism flows and discretionary spending. Abu Dhabi performed better on registrations, with total retail activity up 3.6 per cent and new contracts rising 16.7 per cent.

Landlords have responded by offering more flexible leasing structures, including turnover-linked rents, occupancy-cost-ratio arrangements and short-term rent relief in selected cases. These measures have helped maintain occupancy while allowing retailers to manage pressure from changing consumer behaviour, cost inflation and uneven tourist spending.

Domestic-focused retail formats, including community centres, neighbourhood malls, wellness concepts, food and beverage operators, and home-grown brands, have shown greater resilience. Tourism-dependent luxury and destination retail remain more exposed to travel disruptions and weaker spending by high-value visitors, creating a two-speed market within the broader sector.

Ras Al Khaimah’s push to build a deeper corporate real estate market has gained momentum after major structural works were completed at RAK Central Square, the emirate’s first luxury Grade A office complex, keeping the project on track for a planned opening in the fourth quarter of 2027.

The five-building development will provide 2.27 million sq ft of high-quality workspace, with large, efficient floorplates of about 16,000 sq ft designed for regional and international companies. Superstructure works are expected to reach full structural height in the fourth quarter of 2026, giving the project a clear construction timeline as the emirate seeks to match rising investor activity with modern commercial infrastructure.

RAK Central Square sits at the heart of the wider RAK Central masterplan, a mixed-use district intended to combine offices, residential towers, hospitality, retail and public spaces in a walkable setting. The office complex is being positioned as a core business address for companies looking beyond the established corporate districts of Dubai and Abu Dhabi, while still retaining access to the wider UAE market.

The project’s progress comes as demand for premium commercial space in Ras Al Khaimah is being shaped by several forces: strong company formation, expanding tourism, new hospitality investment and the emirate’s strategy to draw international capital into real estate, manufacturing, services and technology-linked sectors. Ras Al Khaimah Economic Zone added nearly 19,000 companies in 2025, a 44 per cent increase from the previous year, taking its business community to more than 40,000 companies across more than 50 sectors.

Services-related licences accounted for the largest share of new company registrations, followed by commercial and trading licences, while e-commerce maintained a notable share of business activity. That composition is important for RAK Central Square because many such firms require flexible, well-serviced offices rather than industrial premises. Project management consultancies, IT-linked businesses, marketing firms, commercial brokers and digitally enabled trading companies are among the categories supporting the shift toward higher-grade office demand.

RAK Central Square’s specification reflects those requirements. The development is planned with modern building systems, food and beverage outlets, retail amenities and a LEED Gold design approach, giving it the type of infrastructure sought by larger occupiers and professional services firms. The emphasis on flexible floors is intended to support companies at different stages of growth, from regional headquarters and branch offices to expanding enterprises seeking a more cost-effective base in the northern emirates.

Marjan Group Chief Executive Abdulla Al Abdouli has described the project as part of a broader effort to build a future-ready centre that can attract international companies and improve liveability. RAKEZ Group Chief Executive Ramy Jallad has linked the development to investor activity and the need for prime office space as more companies consider establishing operations in Ras Al Khaimah.

The wider RAK Central district is planned as one of the emirate’s largest business and lifestyle destinations. Its masterplan includes millions of square feet of rentable office space, more than 4,000 residential apartments, hotels, retail areas, parks and interconnected public spaces. Hospitality and residential schemes around the district, including Radisson Blu Hotel and Radisson Blu Residences at RAK Central, One RAK Central, Colibri Views and Juna, are expected to support a resident and visitor base for the new commercial hub.

Location is central to the project’s commercial pitch. RAK Central Square offers access to Al Hamra Golf Course, Al Hamra Mall, The Ritz-Carlton Al Hamra Beach and Wynn Al Marjan Island, while maintaining links to Ras Al Khaimah International Airport and Dubai International Airport. Its proximity to Al Marjan Island is particularly significant as the island undergoes large-scale hospitality and residential development ahead of the planned opening of Wynn Al Marjan Island in 2027.

Ras Al Khaimah is targeting 3.5 million visitors a year by 2030, up from 1.3 million in 2024, and the tourism pipeline is feeding demand for offices tied to hospitality, asset management, legal services, finance, design, construction, travel and destination management. The emirate has also been courting investment from China and Hong Kong in real estate, green technology and digital sectors, strengthening the case for a purpose-built commercial district.