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Mohammed Bin Rashid Housing Establishment is spotlighting a suite of digital housing solutions at GITEX Global 2025, announcing strategic tie-ups aimed at advancing smart infrastructure and inclusive living. The initiative underscores Dubai’s push to fuse technology with urban development amid intensifying global competition in digital transformation.

MBRHE is presenting new digital services engineered to optimise housing operations, energy efficiency and resident experience. At GITEX, the entity finalised a partnership with Emirates Islamic Bank to develop financing and digital payment tools tailored for homeowners, and earlier inked an agreement with AI Smart to retrofit housing units with assistive technologies for People of Determination. The latter includes deploying smart systems in five identified residences to enhance mobility and independence. These deals complement an existing MoU with Emirates Gas to supply next-generation LPG composite cylinders across MBRHE communities, complete with annual maintenance services.

As part of Dubai’s government ecosystem at GITEX, MBRHE is listed among Gold Partners in the Digital Dubai pavilion, joining over 50 public and private entities promoting the emirate’s City-as-a-Service model. This placement gives MBRHE visibility amid hundreds of technology players from more than 180 countries. The pavilion is intended to demonstrate cross-sector digital synergies across health, energy, mobility and governance spheres.

MBRHE officials emphasise a multipronged strategy. The partnership with Emirates Islamic is geared toward embedding embedded financial tools into housing services. The AI Smart alliance is positioned as a step toward inclusive smart homes. Meanwhile, the collaboration with Emirates Gas addresses energy reliability and safety in residential zones under MBRHE’s purview. In announcing the AI Smart engagement, MBRHE described it as aligning with UAE leadership’s agenda to empower all segments of society, especially People of Determination.

The move follows MBRHE’s earlier commitment with GFS Developments to launch the Smart Housing Forum 2025, a platform to convene global experts on sustainable housing innovation. That partnership, formalised in late September, frames GITEX as a conduit for showcasing outcomes and inviting further collaboration.

Industry analysts say MBRHE’s integration of housing, finance, energy and assistive technology is representative of a wider trend in the Gulf: public agencies are no longer viewing infrastructure in isolation but as an integrated service ecosystem. State-linked housing bodies are increasingly collaborating with fintech, cleantech, proptech and social inclusion tech firms to convert static assets into responsive, data-enabled platforms.

Critics caution that the true test lies in execution, particularly in integrating legacy systems, ensuring cybersecurity across interconnected modules, and managing equitable access across lower-income beneficiary groups. For instance, retrofitting older housing stock with IoT or assistive systems often requires structural upgrades, which carry cost and logistical burdens.

At GITEX, MBRHE is expected to demonstrate live pilot models of smart home systems, energy monitoring dashboards, and resident apps that tie into real estate finance. These demos will act as proof points to entice further private sector engagement and scaling. MBRHE’s role as both regulator and operator gives it leverage but also raises accountability for outcomes.

Amin H. Nasser, President & CEO of Aramco, told delegates at the Energy Intelligence Forum in London that the company will pursue “energy addition” to cope with intensifying global demand, underlining its steadfast ambition to maintain dominance in oil. He argued that conventional energy sources will remain critical even as the energy transition narrative evolves.

Nasser projected that global oil demand will grow by 1.1–1.3 million barrels per day this year and by 1.2–1.4 million bpd in 2026. He added that Aramco, having kept extraction costs at about $2 per barrel of oil equivalent for oil and $1 for gas, is well-positioned to meet the incremental demand. Speaking to a gathering of energy executives, he said the company can sustain maximum crude output of 12 million bpd for a full year without incurring extra cost.

He stressed that while many promises of the energy transition have fallen short, three shifts are now underway. First, he said the market is conceding that underinvestment in supply has risks. Second, cost pressures on alternative technologies are forcing a reevaluation of pace. Third, energy security is reclaiming a central role in policy-making. “Much of the promised progress has not been delivered, with many unintended consequences. Thankfully, it is finally shifting the narrative in three key ways,” Nasser said.

Behind the rhetoric lies a more cautious reality: Aramco has pared back its previous ambition to reach 13 million bpd, reverting instead to a 12 million bpd sustainable ceiling. That policy shift reportedly followed directives from Saudi energy authorities in early 2024.

In his remarks, Nasser also affirmed Aramco’s push into downstream and petrochemicals. He cited the company’s recent majority acquisition of Petro Rabigh, a 10 percent stake in China’s Rongsheng Petrochemical, and a joint $11 billion ethylene complex with TotalEnergies that is slated to come online by 2027. These moves, he said, diversify revenue streams beyond crude.

His stance echoes his commentary at earlier industry events. At CERAWeek in Houston, Nasser had cast doubt on the viability of green hydrogen and questioned the assumption that renewables alone can displace fossil fuels. He then quipped that there was “more chance of Elvis speaking” than seeing the current transition plans succeed.

Analysts say that Aramco’s optimism hinges on its low-carbon upstream intensity and vast reserves, which give it flexibility against higher-cost producers. The International Energy Agency’s estimates place Saudi spare capacity at about 2.43 million bpd, part of OPEC+’s total idle capacity of around 4.05 million bpd.

Still, external pressures persist. Governments worldwide face competing goals of emissions reduction, energy access, and geopolitical security. In many markets, renewables and storage technologies remain maturing, requiring heavy capital and regulatory support before they can scale. Critics argue that overreliance on fossil fuels could lock in carbon-intensive infrastructure and slow the path to net zero.

At the London forum, however, Nasser signalled that Aramco sees its role as not merely supplying more oil but shaping the discourse. “We are determined to remain dominant in oil thanks to a massive resource base, low costs, and one of the lowest upstream carbon intensities across the industry,” he said. He urged policymakers and financiers to support broad energy investment rather than prematurely dismiss conventional sources.

Dubai Healthcare City Authority has unveiled a Dhs1.3 billion development programme for Phase 1 of Dubai Healthcare City, marking an aggressive expansion that aims to elevate its global standing in health infrastructure. Construction is set to start in December, with a targeted completion window by November 2027.

At the heart of the initiative lies a triple-pronged buildout: a LEED Platinum-certified office block, a purpose-built medical complex, and supporting infrastructure—each tailored to attract health-related investors and operators. The office building, designed by P&T Architects & Engineers, spans some 13,000 sqm across nine levels and includes flexible workspaces and ground-floor retail zones. The medical complex, by Design & Architecture Bureau, covers 5,800 sqm, with two basements and five floors, and is planned to accommodate surgical units, diagnostics, outpatient services and lab facilities.

Beyond buildings, the infrastructure scope includes multi-storey parking with electric vehicle charging points, integration with Salik for smart parking, and accessibility enhancements. The aim is to strengthen the underlying ecosystem so that the healthcare precinct becomes not just a cluster of clinics, but a fully serviced global health hub.

Issam Galadari, DHCA’s CEO, asserted that these projects reflect the authority’s ambition to combine sustainability, global investment appeal and design excellence, aligned with Dubai’s Economic Agenda and the UAE’s Net Zero Strategy 2050. Allae Almanini, COO, added that the works will “boost confidence for healthcare providers and investors” by improving efficiency, accessibility and sustainability across the community.

Phase 1 of DHCC, located in Oud Metha, currently operates within a 4.1 million sq ft footprint dedicated to medical services and education. Phase 2, by contrast, spans around 19 million sq ft at Al Jaddaf, and is oriented more toward wellness and mixed support services.

This new investment signals a sharpened focus on physical infrastructure as a differentiator. In recent years, DHCC has emphasised partnerships and innovation: its free-zone model already supports over 400 licensing entities and more than 168 clinical facilities. Earlier this year, DHCA collaborated with AI Quantum Intelligence Institute to launch an AI healthcare innovation lab in the free zone, and formed an agreement with AirMed International to deepen medical transport capabilities.

Analysts see the move as a bid to compete not only regionally, but globally. Healthcare infrastructure, especially when linked with sustainability credentials such as LEED Platinum certification, is increasingly a factor in investors’ decisions. The new build will position DHCC among the few healthcare zones worldwide that combine clinical, administrative and research capacity within one contiguous ecosystem.

However, the scale and timeline carry risks. Dubai’s construction sector is already navigating supply-chain pressures, labour constraints, and rising material costs. Ensuring timely delivery and quality control in a high-performance project will demand rigorous project management. Meanwhile, the authority must ensure that demand from healthcare operators, both local and international, matches the expanded real estate supply, lest vacancy rates rise.

More immediately, the December commencement date — just weeks away — will test DHCA’s readiness in securing contractors, tendering work packages and coordinating certifications. Delays in permitting or approvals could cascade into missed target windows. Yet, if executed successfully, the project will enable DHCC to present itself as an integrated health campus offering offices, clinical space, and support services under one sustainable umbrella.

Observers note that medical tourism in Dubai already commands significant weight, drawing patients from the GCC, the broader Arab world, Europe, and Asia. DHCA’s bet is that infrastructure sophistication will amplify that pull, especially for high-end specialty and precision medicine segments.

Dubai-based Dubizzle Group Holdings has unveiled plans to float about 30.34 % of its share capital via an initial public offering on the Dubai Financial Market. The offer comprises 1.25 billion ordinary shares, of which 196.1 million are fresh issues from the company and 1.05 billion are existing shares sold by current shareholders. Subscription will be open from 23 to 29 October, the price will be fixed on 30 October, and trading is expected to begin on 6 November 2025.

The firm has appointed Rothschild & Co. as Independent Financial Advisor and Emirates NBD Capital as Listing Advisor. The IPO will be co-managed by banks including Abu Dhabi Commercial Bank, Barclays, EFG-Hermes UAE, Emirates NBD, Goldman Sachs International, HSBC Middle East and Morgan Stanley. Dubizzle’s largest shareholder, Prosus N. V., is committing USD 100 million to the issuance, signaling continued backing after initially investing in 2011.

Dubizzle operates across two main platforms: dubizzle, which handles automotive and general classifieds, and Bayut, focused on real estate. In the 18 months leading up to the IPO, the group pursued strategic acquisitions such as Drive Arabia, Hatla2ee, and most recently Property Monitor, a UAE real estate data and analytics provider. The acquisition of Property Monitor, which delivered a revenue CAGR of 55 % from 2022 to 2024, is expected to deepen Dubizzle’s insight offering in its property vertical.

Financially, the group has improved its performance. In 2024, revenues reached USD 222 million, with the net loss narrowing. For the first half of 2025, revenue rose to USD 133 million, while adjusted profit stood at USD 14 million. The more constrained net loss of USD 8.9 million in H1 2025 marks further progress in reducing deficits.

Market conditions have played in Dubizzle’s favour. Dubai’s real estate market has surged, with prices climbing over 70 % over four years, boosting transaction activity and demand for online classifieds. Analysts view the Dubizzle IPO as one of the largest tech offerings this year in the UAE, designed to attract capital inflows into the growing digital marketplace sector.

Yet challenges lie ahead. Investor scrutiny of valuations and corporate transparency will intensify, and Dubizzle must show sustainable path to profitability beyond growth. Some analysts estimate the IPO value in the USD 500 million to USD 1 billion range, consistent with its fundraising and valuation aspirations. Liquidity and free float requirements—especially for inclusion in indices like MSCI—may pressure the group to deliver consistent operational metrics.

In preparing for the public listing, Dubizzle has restructured its syndicate. It previously engaged banks such as Emirates NBD, Goldman Sachs, HSBC, and now rotated in Morgan Stanley, replacing former links to Citigroup. The reconfiguration suggests an adaptive approach designed to secure stronger placement and institutional interest.

Dubizzle and many other UAE firms are benefiting from momentum in the IPO pipeline. According to regional capital markets observers, between 25 IPOs were recorded in the first half of 2025, generating about USD 4.5 billion. Brokers like Citi assert that the pipeline remains healthy, even amid macro and geopolitical headwinds, and highlight investor demand for exposure to unlisted technology, fintech, and real estate-adjacent sectors.

Dubai hosted the first public manned flight of Aridge’s Land Aircraft Carrier over Palm Jumeirah, a demonstration that showcases the vehicle’s dual-mode driving and flying capabilities and signals ambitions for the Gulf as an early adoption market.

The modular vehicle, combining a ground “mothership” with a detachable two-seat aerial unit, lifted off from the grounds near the Waldorf Astoria before reattaching and driving away. Aridge said the flight marks a milestone in its plan to roll out consumer deliveries in the Middle East by 2027.

Company executives reported that 600 units have already been pre-ordered by GCC firms, including UAE’s Ali & Sons Group, Kuwait’s Al-Sayer, and Qatar’s Almana, pushing the global tally past 7,000. The firm expects deliveries to begin in 2026 from a new facility in Guangzhou, capable of producing 10,000 vehicles annually.

Aridge’s modular design addresses a common challenge in flying car development: how to balance driving performance, storage, and aerial capability. The ground vehicle acts as a mobile energy platform and storage base, while the air module docks and undocks autonomously. The air unit’s control system uses a single-stick interface managing ascent, speed, and stability with built-in safety constraints such as geofencing.

This version is the fifth generation of the platform, evolving from earlier prototypes demonstrated in Dubai in 2022. For mass adoption, regulatory certification is pivotal: the UAE granted a special flight permit, allowing the test flights to proceed. Aridge’s air module has already received civil aviation type certification in China.

The startup forecasts a market worth of US $41 billion for China’s eVTOL sector by 2040, while projecting Middle East demand to reach about $11 billion. Executives say technological advances—shortened development cycles and lower costs—are making what once seemed science fiction increasingly viable.

Despite the showpiece flight, challenges remain. Integrating city air traffic management, ensuring safety for public use, and building air-ground infrastructure—such as landing pads, vertiports, and regulatory frameworks—are hurdles in most jurisdictions. Some analysts caution that even with promising prototypes, wide adoption may lag until certification, cost reduction, and public trust converge.

In the Gulf region, regulatory openness is proving advantageous: the UAE’s willingness to issue experimental permits positions it as a testbed, attracting innovators who might struggle to get approval elsewhere. Meanwhile, Aridge is lining up partnerships and agreements across the GCC to support sales, operations, and maintenance in local markets.