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Dubai has issued Law No. of 2025 to regulate the professional practice of engineering consultancy firms, forbidding unlicensed operations and introducing a tiered classification system.

Under the law, no individual or office may conduct consultancy across fields such as architectural, civil, mechanical, electrical, chemical, geological or coastal engineering in the emirate without proper authorisation. Firms must hold a valid trade licence, register with Dubai Municipality, and submit detailed disclosures regarding their licensed scope, classification, and technical staff credentials.

A unified electronic platform, to be integrated with “Invest in Dubai,” will centralise firm registration, classification, issuance of competency certificates, and updates to consultancy qualifications.

A permanent “Committee for the Regulation and Development of Engineering Consultancy Activities” will be established under the law, chaired by a Dubai Municipality representative and comprising stakeholders from relevant authorities, tasked with overseeing implementation and resolving sectoral disputes.

The legislation classifies eligible firms into several categories: local Dubai-based companies; branches of UAE-based consultancies with at least three consecutive years of experience; branches of foreign consultancies with at least ten years of global experience; joint ventures between local and foreign players with at least a decade of consultancy track record; advisory offices led by registered engineers with a decade of experience; and engineering audit offices providing third-party evaluations.

Firms are barred from operating beyond their licence scope, hiring unregistered engineers or subcontracting to unlicensed entities. Violations can attract fines up to AED 100,000, stricter penalties for repeat breaches, suspension, downgrading classification, removal from the registry, licence cancellation, or revocation of professional certificates. Affected parties may file appeals within 30 days and decisions must be issued within 30 days, communicated within five working days.

Existing regulations under Local Order No. 89 of 1994 and its amendments will remain effective until new implementing regulations are issued, provided they do not conflict with the new law.

Consultancy firms and staff will have one year from the law’s effective date to regularise their status; extensions may be granted, and expired registrations can be renewed by committing to full compliance.

Dubai’s move mirrors the emirate’s broader legal recalibration of the infrastructure sector. In July 2025, Law No. 7 of 2025 was enacted to regulate contracting activities, consolidating prior laws and mandating registration, classification, subcontracting oversight and ethics codes across construction and engineering services. The new consultancy law can be seen as a complementary measure to ensure that consultancy services feeding into contracting projects meet defined quality and governance standards.

Industry stakeholders have expressed cautious optimism about the changes. Some consultancy firms believe the law will reduce unfair competition by eliminating unlicensed operators, thus raising standards overall. Others warn of compliance costs, especially for smaller local consultancies that may struggle to meet classification thresholds or hire adequately certified staff.

Regional and international firms see opportunity in the rule clarity and the potential to compete more transparently. Observers expect the new digital registry and classification framework to influence government procurement and tenders by favouring higher-ranked consultancies.

Oil prices are sliding as traders cite mounting unsold Middle Eastern crude and weakening demand from key importers. This shift raises prospects of a global oversupply even as OPEC+ debates its next policy move.

Estimates from trading houses place unsold crude cargoes for November loading in the Middle East between 6 million and 12 million barrels. These volumes represent a departure from usual patterns where discount-seeking buyers quickly absorb surplus cargoes. Market participants point to a combination of subdued Chinese demand and logistical bottlenecks as contributing factors.

Spot premiums on benchmark grades such as Oman, Dubai and Murban have plunged below $2 per barrel, reflecting the discounts sellers are forced to offer to entice buyers. One trading analyst noted that the drop in premiums signals heightened desperation amid a buyer’s market for Middle Eastern crude.

China, a traditional backstop for surplus exports, is showing signs of pulling back. In May, China recorded a crude surplus of 1.4 million barrels per day—indicating that imports significantly outpaced refinery throughput. That accumulated surplus suggests refiners are prioritising inventory building over active processing, perhaps in anticipation of future market volatility.

Iran adds another layer of complexity. Tanker-tracking firms estimate that between 23 million and 33 million barrels of Iranian crude are currently held in floating storage. While Iran’s oil minister has denied any unsold inventory, satellite and maritime data paint a different picture. Analysts say the discrepancy reflects the country’s use of ship-to-ship transfers and “ghost fleet” operations to obscure the origin and movement of crude, especially in shipments headed for China.

These movements coincide with a broader recalibration in OPEC+ strategy. Some member states, notably Iraq, have increased destination-free exports, signalling an intent to saturate markets and regain influence with trading partners. Iraq’s shipment of Basrah Medium crude is projected to rise significantly in the coming month, following a period in which pledged output increases by coalition members have lagged deliveries.

Many analysts believe that OPEC+ will proceed cautiously in its production decisions. A sudden output cut might stoke accusations of market manipulation, while continued supply expansion could exacerbate falling price trends. Ahead of its upcoming meeting, the group faces the dilemma of balancing the need to safeguard revenue against the risk of triggering a price collapse.

Meanwhile, U. S. domestic supply is contributing to uncertainty. The Energy Information Administration reports that U. S. output has strengthened marginally, offset by curtailed imports of Russian crude under tightened sanctions. But some industry observers warn that U. S. production may have peaked. One petroleum engineer pointed to a 12 percent decline in output from October 2024 to June 2025, citing state-level data that may undercut EIA projections.

Oil futures reflect growing anxiety. Brent crude and West Texas Intermediate have posted their steepest weekly drops since June, falling over 8 percent in some benchmarks amid concerns that global inventories will build significantly. Traders increasingly view OPEC’s next move as critical in determining whether markets stabilise or cede ground to excess supply.

In this environment, floating storage becomes a more active tool. The accumulation of oil held offshore is not just a symptom of imbalance but a way to temporally manage supply pressure. Floating oil reserves enable sellers to delay deliveries until market conditions improve—or until buyers return.

Refiners in Asia and Europe are approaching capacity constraints. Some are cutting processing rates or entering maintenance periods, reducing appetite for new crude. Because many surplus cargoes are being offered on destination-free terms, they face competition across regions—and the lack of clear demand is forcing suppliers to lengthen delivery offers or scale back premiums.

If the pricing squeeze deepens, some producers may respond by cutting output unilaterally. Others might seek to promote further cooperation on coordinated supply restraint, though such moves carry reputational risk if markets judge them as manipulative. Meanwhile, importers in developing markets—particularly in Africa and Southeast Asia—could benefit from cheaper crude. But those gains may not offset pressure on oil-producing economies that rely heavily on export revenue to fund budgets and social programmes.

Space42 has issued its Foresight Constellation Viewpoint, a strategic dossier that underscores how Synthetic Aperture Radar satellite systems, when paired with artificial intelligence, can reshape decision making for governments and industries. The viewpoint emphasises the capacity for persistent imaging, all-weather operation and near-instant analytics — capabilities that are becoming mission-critical in an era of intensifying climate, security and infrastructure challenges.

At the heart of the Viewpoint is GIQ, Space42’s AI engine that converts raw SAR data streams into decision-grade intelligence within minutes. The report argues that the combination of high-resolution persistent coverage and AI transforms Earth observation from static imagery into a dynamic intelligence layer for monitoring, planning and emergency response. Launching Foresight-1 in August 2024 and Foresight-2 in January 2025 has already bolstered the UAE’s Earth observation capability.

Space42 frames its approach as not just a technological upgrade, but a sovereign asset: reliance on third-party satellite data leaves states vulnerable to disruptions, but a domestic SAR-analytics ecosystem offers resilience and control. The global SAR market, currently estimated around $5.8 billion, is forecast to nearly double to $9.8 billion by 2030. According to the Viewpoint, deployment of integrated SAR systems can yield cost savings — for instance, reducing predictive maintenance expenses by up to 30 per cent while improving emergency response by as much as 90 per cent.

The technical backbone of this strategy depends on both the satellite constellation and ground systems. Space42 has entered into a joint venture with ICEYE to localise manufacturing of SAR satellites in the UAE, aiming to strengthen supply chains and transfer expertise. The joint venture builds on prior collaboration: ICEYE’s technology underpins the Foresight satellites, and cooperation is intended to deepen over coming years.

Foresight-2 was successfully deployed via a rideshare launch on 14 January 2025, expanding the constellation’s capabilities and reinforcing its ability to revisit areas multiple times per day. With Foresight-1 and 2 in orbit, the full constellation is expected by 2027. The satellites exploit SAR’s unique ability to image through clouds and in darkness — a significant advantage over optical systems, especially in disaster and high-latency environments.

The Viewpoint also positions its narrative with real-world scenarios. It cites the 2023 Turkey earthquake, in which optical systems were hindered by cloud cover, while SAR satellites continued functioning — enabling assessments of a major dam’s structural integrity in crisis conditions. That example supports the argument that SAR ecosystems must be treated not as supplements but as core infrastructure for resilience and security.

Space42 positions itself as a full-stack player: not merely a satellite operator but a systems integrator combining space services, geospatial analytics and AI. Its dual business units—Space Services and Smart Solutions—serve satellite operations and downstream intelligence markets respectively. Among its touted use cases are border surveillance, maritime monitoring, infrastructure health, mobility and disaster management.

Yet challenges remain. Building sovereign SAR ecosystems demands investment in ground infrastructure, antenna networks, data processing centres and skilled personnel. Market competition is increasing: global players—commercial and governmental—are accelerating developments in miniaturised SAR payloads, hybrid optical/SAR systems and edge AI processing. Moreover, the cost dynamics of deploying dense constellations must be managed against returns from clients in defence, environment and infrastructure sectors.

By K Raveendran Bill Gates’ recent revelation about how a critical recruitment drive of fifteen Indian engineers had once saved Microsoft from slipping into irrelevance comes at a time when the United States under Donald Trump is imposing restrictive visa measures that are designed to block the very talent pool that had proven indispensable for […]

The article Trump’s Visa Tariff May Be Blessing In Disguise For India’s Talent Reservoir appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The city-state’s employers have set a striking pace as they head into the final quarter of 2025: a Net Employment Outlook of 45 per cent signals that nearly three in five organisations expect to expand their workforces. That optimism comes amid shifting global headwinds, structural reforms, and a rising demand for specialised talent.

The ManpowerGroup Employment Outlook Survey canvassed 525 UAE employers across sectors to assess hiring intentions. A positive balance of 45 per cent means that those anticipating workforce increases outnumber those expecting reductions by nearly half. This figure places the UAE among the world’s more aggressive labour markets, especially given challenges such as global trade uncertainty, rising automation, and fluctuating commodity prices.

This projected hiring boom is not evenly distributed. The strongest demand lies in transport, logistics and automotive, energy and utilities, and consumer goods and services. These sectors appear ready to leverage infrastructure projects, green energy transitions, and regional consumption growth. Meanwhile, the information technology sector is showing solid demand at +48 per cent, reflecting sustained digital transformation pushes.

Driving much of this confidence is corporate expansion: 40 per cent of participating firms cited scaling operations as their primary reason for hiring. Another 28 per cent pointed to pivoting business models and growth into new areas. In addition, nearly 30 per cent of respondents acknowledged that talent shortages—and competition for specialised skills—are influencing recruitment strategies.

Yet the buoyant sentiment is tempered by caution. Roughly 10 per cent of employers still expect to trim staff, particularly in roles vulnerable to automation or in sectors facing structural disruption. Around 15 per cent responded that they will hold staffing constant, prioritising internal upskilling over external recruitment. In interviews, some HR executives noted that while they want to hire aggressively, wage inflation, geopolitical uncertainty, and regulatory shifts may prompt them to phase recruitment over several quarters.

Regional and global context strengthens the UAE’s position. In the third quarter of 2025, the UAE recorded a world-leading NEO of +48 per cent. That marked a standout alignment with its long-term growth strategy, and the Q4 figure of +45 per cent suggests sustained momentum rather than a cyclical spike. Elsewhere, the global average NEO stood at +24 per cent during Q3 — placing the UAE’s outlook nearly double the global benchmark.

Analysts view this hiring optimism as part of a broader strategy to reposition the UAE as a knowledge-economy hub. Recent government initiatives have focused on advanced manufacturing, artificial intelligence, sustainability, and logistics corridors. These programs have triggered demand not only for engineers and technicians but also for data scientists, sustainability consultants, and cross-disciplinary professionals. In one corporates sector round-table, a senior UAE CEO observed that “the competition for deep tech talent is global, and we must offer not just pay but opportunity, stability and a pathway for growth.”

Labour authorities are also aligning policies with employer needs. New visa frameworks, targeted Emiratisation programmes, and regulatory incentives for R&D investment are being synchronized with workforce forecasts. At the same time, the UAE’s PMI for non-oil activity has held above the expansion threshold, underlining demand growth across private sectors and supporting hiring intent.

However, potential headwinds remain significant. Global supply chain disruptions, slowing demand in key export markets, and monetary tightening in major economies could dampen growth. Employers may delay or scale back hiring plans if external pressures intensify. Some labour economists warn of mismatches between skills supplied locally and those demanded, especially in emerging fields.

By Anjan Roy Donald Trump’s high fees for H1B visas are a serious headache for India, not just for the sake of its impact on India’s IT sector and services exports to USA. This is a huge worry for the overall security environment and strategic- diplomatic scenario for India. Among others, if China is able […]

The article China Is Making Every Effort To Attract Talent Thrown Out By America appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Digital asset treasury firms, which raise capital to accumulate crypto assets on their balance sheets, are being reimagined by market analysts as possible long-term powerhouses akin to Berkshire Hathaway. Ryan Watkins, co-founder of Syncracy Capital, argues that the more successful of these firms—currently seen by many as speculative vehicles—could evolve into permanent capital engines that deploy resources, build operating businesses, and influence ecosystem governance.

These treasury firms already collectively manage over $105 billion in crypto holdings, across assets such as Bitcoin, Ethereum and others. Watkins emphasises that the largest winners will be those that transition from mere accumulation into diversified operations across staking, lending, infrastructure and enterprise investment.

The model diverges from traditional crypto “hoard and hope” strategies. Rather than simply acting as passive holders, Watkins projects that top-tier treasury companies will adopt a hybrid role: asset manager, growth investor, and operational builder. In his view, they may eventually resemble conglomerates that deploy capital into promising ventures, fund ecosystem projects, and re-invest profits strategically.

Some firms already reflect parts of this shift. MicroStrategy remains a benchmark, having raised capital through equity and convertible debt to purchase Bitcoin. As of mid-2025, dozens of public and private entities have announced intentions to create treasury arms or adopt treasury strategies. Firms are expanding beyond Bitcoin into Ethereum, Solana and other networks, seeking yield diversification.

A newly announced example is AVAX One, backed by Anthony Scaramucci and Hivemind Capital, which aims to raise $550 million to acquire AVAX tokens and expand into fintech and insurance acquisitions on the Avalanche network. This signals growing appetite for treasury firms to enter adjacent sectors and integrate vertically.

At the same time, regulatory and ethical challenges loom. Critics warn that some treasury firms may disguise self-dealing as capital deployment, favouring projects in which insiders hold undue influence. Without rigorous governance, the line between strategic investment and insider enrichment can blur.

Regulatory scrutiny is also emerging: authorities like the U. S. Securities and Exchange Commission and FINRA have initiated probes into suspicious trading around announcements by publicly traded firms adopting crypto treasury plans, seeking to determine whether some investors benefitted from non-public disclosures. Meanwhile, treasury entities face pressure to provide transparency in reserves and audit practices, especially as they reassure investors about balance sheet integrity.