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The developments will be led by Manrre Developments, a joint venture between GFH and Palmon Group, a seasoned UAE-based industrial conglomerate with over 40 years of institutional experience. This partnership unites proven regional expertise across acquisition, planning and design, development, execution, and operational readiness to deliver exceptional, future-ready warehouses and logistics centres.

Harry Ip, Managing Director of Gaw Capital, said, “We are thrilled to enter UAE’s flourishing industrial and logistics market, supported by strong fundamentals, the surge in structural demand driven by government-led initiatives, and heightened global interest in the logistics and industrial asset class. Leveraging the expertise from GFH Partners, this partnership positions us as one of Asia’s leading forerunners in delivering prime industrial facilities in the UAE, providing investors with exposure to a fundamentally undersupplied market.”

Nael Mustafa, CEO of GFH Partners, commented, “GFH Partners brings on-the-ground specialists, experienced local operators, and a strong track record managing logistics and industrial assets across the GCC. This joint venture allows us to scale that regional expertise even further, capitalizing on the UAE’s robust industrial growth trajectory. Through this partnership with Gaw Capital, we are combining regional insight with global capability to unlock new opportunities in the UAE’s expanding industrial and logistics sector.”

The Platform is being launched at a time of strong macroeconomic momentum, supported by the UAE’s long-term development strategies including the Dubai Industrial Strategy 2030 and the Dubai 2040 Urban Master Plan. Majority of these initiatives are aimed at accelerating industrial diversification, attracting FDI, and expanding logistics infrastructure. The local government offers a list of pro-business regulatory and fiscal policies, including tax exemptions, customs duty exemption, simplified regulations in 40+ free zones, and relaxed foreign ownership limitation, to accelerate logistics demand and investment. Furthermore, the population of the UAE has experienced dramatic growth and is expected to reach 12.2 million by 2030, driven by the long-term residency incentives (e.g. Golden Visa), competitive tax regime, openings of prestigious school campuses for expatriate professional and family relocation.

Demand for logistics and industrial assets remains robust, supported by a persistent supply–demand imbalance. Dubai’s warehouse and logistics occupancy currently exceeds 97%, with rental rates increasing 33% year-on-year. The formation of the Platform will mark Gaw Capital’s first geographic footprint in the logistics sector in the UAE, demonstrating its global network and cross-border expertise in accessing industrial and logistics investments ahead of the curve.

Gaw Capital has established a robust logistics footprint across China, Japan, South Korea, Vietnam and Australia, with investments in 39 projects totalling approximately 3.8 million sqm of GFA. As of Q3 2025, Gaw Capital manages over US$3.4 billion in assets under management in its global logistics portfolio.

Since 2014, the firm has acquired, developed, and managed a substantial portfolio of modern logistics facilities with over 3 million sqm of GFA across China, supported by a team of around 100 professionals through 4 investment vehicles. Leveraging its deep expertise, Gaw Capital has expanded into other APAC markets through strategic partnerships, acquiring high-quality assets in key metropolitan hubs. Recent investments include seven logistics assets in Greater Tokyo (nearly 250,000 sqm GFA), one in Seoul (over 75,000 sqm GFA), two in Vietnam (over 210,000 sqm GFA) and six urban industrial and logistics warehouses in Sydney (over 45,000 sqm GFA). The firm’s in-house teams and operating partners deliver value-added services across the logistics value chain, including development, construction, leasing, and property management.
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About Gaw Capital Partners

Based in Asia, Gaw Capital Partners is a multi-asset investment management firm focusing on real estate, growth equity, private credit and infrastructure markets globally.

Since its inception in 2005, the firm has raised seven commingled funds targeting Asia Pacific, alongside value-add /opportunistic funds in the U.S., a Pan-Asia Hospitality Fund, a European Hospitality Fund, a Growth Equity Fund and a Credit Fund. It also manages credit strategies and separate account direct investments globally.

Gaw Capital has consistently generated high yields by revitalizing underperforming assets, enhancing value through creative financing solutions and leveraging deep expertise in capital allocation.

Since 2005, the firm has managed US$35.8 billion in assets and raised US$24.4 billion in equity as of Q2 2025.

About GFH Partners Ltd.

GFH Partners Ltd. (“GFH Partners”) is the DIFC-based global asset management subsidiary of GFH Financial Group B.S.C. (“GFH”). Headquartered in Dubai International Financial Centre and regulated by the Dubai Financial Services Authority, GFH Partners is dedicated to real estate investment and asset management across diverse markets. With assets under management exceeding US$7 billion and investments spanning the US, UK, and GCC. GFH Partners focuses on strategic partnerships and innovative real estate solutions, reinforcing its role as a leading player in global asset management.

Aviation in the United Arab Emirates has deepened its role as a strategic pillar of the national economy, with 2025 marking a year of consolidation that underscored the sector’s influence on trade, tourism, logistics and supply chains. Policymakers and industry leaders say the ecosystem’s direct and indirect contribution has reached as much as 18 per cent of gross domestic product, reflecting the scale of activity generated by airlines, airports, maintenance hubs, free zones and aviation-linked services.

Passenger and cargo volumes across the federation continued to trend higher, supported by steady growth in international travel demand and the country’s positioning as a crossroads between Asia, Europe and Africa. Major hubs operated by Dubai Airports and Abu Dhabi Airports handled sustained traffic flows as carriers expanded networks and frequencies. Capacity discipline and targeted route additions allowed operators to absorb higher volumes while maintaining service standards, reinforcing the UAE’s reputation for operational reliability.

Flag carriers remained central to the sector’s momentum. Emirates Airline pressed ahead with fleet renewal and network optimisation, focusing on long-haul markets that underpin connectivity for tourism and business travel. Etihad Airways pursued a parallel strategy centred on profitability and partnerships, aligning growth with demand and strengthening Abu Dhabi’s role as a transfer hub. Together, the airlines’ scale supported ancillary industries ranging from catering and ground handling to training and aviation finance.

Cargo performance remained a defining feature of the year. Dedicated freighter operations and belly-hold capacity benefited from the UAE’s role in high-value, time-sensitive shipments, including pharmaceuticals, perishables and e-commerce. Logistics providers highlighted improved customs processes and digital clearance systems as key enablers, allowing faster turnaround times and reinforcing confidence among multinational shippers. The integration of air cargo with ports and free zones helped sustain supply chains amid ongoing adjustments in global trade patterns.

Governance and regulation were cited by executives as competitive advantages. The General Civil Aviation Authority continued to align oversight with international standards while supporting innovation through performance-based regulation. Industry participants pointed to predictable policy frameworks and coordinated planning between federal and emirate-level authorities as factors that reduced friction for investors and operators.

Sustainability initiatives gathered pace across airlines and airports, reflecting both regulatory expectations and commercial imperatives. Carriers advanced fuel-efficiency programmes through newer aircraft types and operational measures, while airports invested in energy management, waste reduction and water stewardship. Trials involving sustainable aviation fuel expanded through partnerships with energy suppliers and research institutions, positioning the UAE as an early mover in the region’s decarbonisation efforts. While volumes of alternative fuels remain limited, industry leaders argued that early adoption builds expertise and supply-chain readiness.

Technology adoption also shaped the sector’s evolution. Biometric processing, predictive maintenance and data-driven air traffic management systems were rolled out to improve efficiency and resilience. Airports leveraged automation to manage peak flows without proportional increases in staffing, while airlines used analytics to refine scheduling and revenue management. These investments were framed as necessary to accommodate future growth while preserving service quality.

The aviation workforce expanded alongside operations, with training academies and partnerships focusing on pilots, engineers and air traffic specialists. Officials emphasised localisation and skills development as priorities, citing aviation’s role in high-value employment and knowledge transfer. At the same time, competition for specialised talent remained intense, prompting employers to enhance retention and career progression pathways.

Tourism authorities linked aviation capacity directly to visitor inflows, noting that air connectivity underpins hotel occupancy, events and retail activity. Route launches and increased frequencies supported diversification into new source markets, aligning with broader economic strategies aimed at reducing reliance on hydrocarbons. Business travel and exhibitions contributed to premium traffic, reinforcing the UAE’s positioning as a regional commercial hub.

Abu Dhabi Police have renewed warnings to motorists to maintain full attention at intersections and traffic signals, underscoring that brief lapses in concentration continue to rank among the leading causes of serious collisions on city roads. The force has emphasised that violations linked to distracted driving can trigger vehicle impoundment and an impoundment release fee reaching AED50,000, one of the toughest deterrents in the country’s traffic regime.

The advisory from Abu Dhabi Police highlights a pattern seen in crash investigations where drivers divert their eyes for seconds—often to mobile phones, dashboard screens or conversations—while approaching junctions. Officers say such moments are enough to miss a changing signal, fail to yield, or overlook pedestrians and cyclists, particularly during peak commuting hours.

Traffic and patrol officials note that intersections concentrate multiple risk factors: converging traffic streams, turning movements, pedestrian crossings and variable signal phases. A single distracted driver can therefore set off chain reactions involving several vehicles. Data reviewed by the force indicates that side-impact crashes at junctions account for a disproportionate share of severe injuries, reflecting the limited protection offered by vehicle sides compared with frontal impacts.

Under Abu Dhabi’s traffic law framework, distractions that contribute to dangerous driving are treated as high-risk offences. Police can impound vehicles involved in serious violations, with release subject to a fee of up to AED50,000 depending on the offence category and circumstances. The penalty is intended to reinforce behaviour change rather than operate as a revenue measure, officials say, pointing to parallel education and enforcement campaigns rolled out across the emirate.

The renewed messaging comes as vehicles become increasingly equipped with in-car technology. While advanced driver assistance systems are designed to enhance safety, police caution that overreliance on alerts, navigation screens or infotainment controls can create a false sense of security. Officers stress that such systems do not replace the driver’s responsibility to observe signals, mirrors and surrounding road users, especially at junctions where conditions change rapidly.

Road safety specialists working with authorities have also flagged a rise in “cognitive distraction,” where drivers keep their hands on the wheel and eyes forward but are mentally disengaged due to phone conversations or stress. Studies cited in safety briefings show reaction times can degrade significantly under cognitive load, reducing a driver’s ability to respond to a pedestrian stepping off the kerb or a vehicle braking suddenly.

Police patrols have intensified monitoring at high-risk intersections identified through collision mapping. These locations are selected based on traffic volume, past incident severity and proximity to schools, commercial centres and residential zones. Enforcement includes automated systems and on-ground patrols, with officers authorised to intervene immediately where behaviour poses imminent danger.

Public awareness efforts accompanying the enforcement push focus on practical guidance: slowing on approach to signals, scanning crosswalks even when the light is green, avoiding phone use entirely while driving, and anticipating red-light runners. Motorists are also reminded that penalties escalate when violations lead to injury or damage, extending beyond fines to black points, impoundment and potential court proceedings.

Transport planners in Abu Dhabi say engineering upgrades continue alongside enforcement, including improved signal timing, clearer lane markings and enhanced pedestrian phases at busy crossings. These measures aim to reduce conflict points, but officials emphasise that infrastructure cannot compensate for inattention behind the wheel.

Abu Dhabi Government has enacted a sweeping overhaul of its human resources framework, introducing legislation that redefines how the public sector hires, develops and rewards its workforce of more than 25,000 employees. The 2026 Human Resources Law, which takes effect on 1 January 2026, is positioned by policymakers as a cornerstone reform aimed at making the government an employer of choice while embedding meritocracy across all levels of service.

Officials say the law marks a decisive shift away from traditional tenure-driven systems towards performance-based employment, aligning public sector practices with international standards followed by leading governments and multinational organisations. By prioritising capability, outcomes and continuous development, the framework seeks to attract high-performing professionals, retain specialist talent and strengthen institutional efficiency as Abu Dhabi advances its long-term economic and social ambitions.

Under the new legislation, recruitment and promotion will be governed by transparent, merit-based criteria designed to ensure fairness and competitiveness. Vacancies are to be filled through processes that assess skills, experience and demonstrated results rather than length of service alone. Career progression pathways have been formalised, providing employees with clearer expectations on how performance, leadership potential and expertise translate into advancement.

Compensation and benefits have also been recalibrated to enhance competitiveness with the private sector and global public institutions. The law introduces a more flexible benefits structure that can be adapted to different professional categories, recognising the need to attract scarce skills in areas such as digital transformation, policy design, financial oversight and advanced technical roles. While base pay structures remain regulated, performance-linked incentives are expected to play a larger role in recognising exceptional contribution.

Training and professional development form a central pillar of the reform. The legislation mandates structured learning pathways aligned with organisational needs and individual career plans, reinforcing the principle that advancement is tied to continuous capability building. Government entities are required to invest systematically in upskilling, leadership development and succession planning, ensuring that talent pipelines are sustained internally rather than relying heavily on external recruitment.

The law also introduces clearer frameworks for performance management and accountability. Employees will be assessed against defined objectives linked to institutional priorities, with evaluations feeding directly into promotion, development opportunities and, where necessary, corrective measures. This approach is intended to foster a culture of results, collaboration and innovation across departments.

Labour relations and employee wellbeing are addressed through updated provisions governing work arrangements, leave policies and workplace conduct. Flexible working models are expanded to reflect evolving expectations around productivity and work-life balance, while safeguards are strengthened to ensure fairness, inclusivity and professional integrity. Disciplinary procedures have been standardised to provide due process and consistency across government entities.

From a governance perspective, the reform centralises strategic oversight of human resources while allowing operational flexibility at entity level. This balance is designed to maintain uniform standards across the public sector while enabling departments to respond to their specific workforce needs. Digital systems are expected to support implementation, enabling data-driven workforce planning and more accurate measurement of performance outcomes.

Policy analysts view the legislation as part of a broader regional trend in which Gulf governments are modernising civil service frameworks to support economic diversification and competitiveness. Abu Dhabi’s approach stands out for its emphasis on measurable performance and its explicit effort to position public service as a destination for top-tier talent rather than a default career choice.

Business leaders and human capital specialists note that the success of the law will depend on consistent execution and cultural adoption. Embedding meritocracy requires not only new rules but also managerial capability to assess performance objectively and provide constructive feedback. The transition period in 2026 is therefore expected to involve extensive training for line managers and human resources professionals.