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Bilateral non-oil trade between the UAE and India surged past US $37.6 billion in the first half of 2025, marking a 33.9 per cent increase compared with the same period in the previous year. The UAE’s Foreign Trade Minister, Dr Thani bin Ahmed Al Zeyoudi, highlighted during his Mumbai visit the pivotal role of the Comprehensive Economic Partnership Agreement in propelling this growth. Discussions focused on expanding cooperation across pharmaceuticals, food and logistics, alongside Bharat Mart, a 2.7 million sq ft trade complex in Jebel Ali Free Zone designed for Indian exporters to reach markets across the Middle East, Africa and Europe.

Trade figures underscore that CEPA has significantly deepened economic ties. In 2024, non-oil trade between the two nations topped US $65 billion, reflecting a 19.7 per cent increase from 2023 and more than doubling the 2020 tally of US $27.9 billion. UAE investments in India reached around US $17 billion by late 2023, while Indian investments in the UAE climbed to approximately US $8 billion—total mutual investment topping US $25 billion, with the UAE accounting for 70 per cent of that figure.

This dynamic was further backed by the UAE-India CEPA Council’s Start-up Series, which has drawn more than 10,000 applications from Indian entrepreneurs since its launch in June 2025. The initiative, showcased in New Delhi by Ahmed Aljneibi, has made stops at leading institutions including Banaras Hindu University and the Master’s Union School of Business, offering mentorship, regulatory guidance and pathways for cross-border scale-up.

The strategic focus on innovation also extends beyond startups. Sheraa, Sharjah’s entrepreneurship centre, and Startup Middle East signed a memorandum to establish an India Startup Hub in Sharjah, aimed at facilitating the entry of Indian ventures into the UAE market and strengthening regional innovation ecosystems.

Policy measures in the UAE are evolving to match this economic outreach. Amendments to more than 40 laws, most notably the Commercial Companies Law enabling 100 per cent foreign ownership, are part of a broader strategy to double the non-oil economy—from US $381 billion to US $762 billion—by 2030. Foreign trade is viewed as central to achieving that ambition, with the UAE’s connectivity, infrastructure and logistics network seen as vital assets for Indian businesses seeking wider regional access.

CEPA’s architecture underscores its comprehensive approach: since its implementation in May 2022, tariffs on more than 80 per cent of Indian exports to the UAE have been reduced or eliminated immediately, benefiting sectors from gems and jewellery to pharmaceuticals and automobiles. Additional gains accrue from streamlined customs protocols, regulatory harmonisation and a joint committee addressing market-access and technical barriers.

Experts point to CEPA as transformative for both economies. Indian gems and jewellery exports more than doubled from US $4.9 billion to US $8 billion in fiscal year 2024, aided by duty removals. Labour-intensive industries such as textiles, leather, footwear, sports goods, plastics, furniture, engineering goods, agricultural produce and food items have also gained momentum, while regulatory alignment has accelerated entry of generic drugs and medical devices, boosting health-sector cooperation and supply-chain resilience.

Further integration is visible in emerging fintech and logistics initiatives. Bharat Mart reinforces logistical synergy, while the nascent Virtual Trade Corridor, fintech sandboxes and experiments such as India’s MagRail pilot demonstrate growing interoperability in digital trade and compliance systems.

At the political level, the CEPA enters its third year this February. Al Zeyoudi noted that India remains the UAE’s second-largest non-oil export destination, accounting for 13.5 per cent of total non-oil exports in 2024—a 75.2 per cent rise year-on-year. Conversely, the UAE is India’s third-largest trading partner and a major investor, illustrating the strategic depth CEPA has added to bilateral ties.

Mastercard and Circle have deepened their collaboration to enable settlement of transactions in USDC and EURC stablecoins for acquirers and merchants across Eastern Europe, the Middle East and Africa. Arab Financial Services and Eazy Financial Services are among the first institutions to access this capability, which integrates stablecoin payments into Mastercard’s established global network.

The initiative marks a clear shift towards tokenised money. Mastercard’s President for EEMEA, Dimitrios Dosis, emphasised the ambition to bring stablecoins into mainstream finance by investing in infrastructure, governance and partnerships, while leveraging the company’s longstanding expertise in security and compliance. Kash Razzaghi, Chief Business Officer at Circle, framed the move as a step towards “borderless, real‑time commerce,” seeking to make USDC as ubiquitous as traditional payments.

Arab Financial Services highlighted the tangible value of the new model: improved liquidity, operational efficiencies and dramatically reduced friction in high‑volume reconciliations. Eazy Financial Services underscored how the expanded settlement option aligns with its mission to offer faster, more secure, and efficient payment solutions, setting a fresh standard for digital settlements in EEMEA.

This development builds on existing collaborations such as crypto payment card solutions with the likes of Bybit and S1LKPAY, which already use USDC for settlement in the region. Mastercard further extends its stablecoin portfolio beyond USDC and EURC, already supporting USDG, FIUSD and PYUSD across various use‑cases spanning remittances, B2B, and payouts via platforms like Mastercard Move and the Multi‑Token Network, underpinned by its Crypto Credential and Crypto Secure frameworks.

Financial infrastructure experts view the rollout as particularly meaningful for emerging markets. World Bank data indicates cross‑border transfer costs remain high—around 8% on average—far exceeding the UN’s Sustainable Development Goal threshold of 3%. Introducing stablecoin settlement is expected to trim costs, accelerate transfers, and bolster working capital and currency resilience for small and medium businesses.

Analyses point to early adopters witnessing significant gains: settlement speeds up by 30%, and liquidity costs drop around 20%, according to some reports. Mastercard’s compliance infrastructure, combined with evolving regulatory frameworks like the European MiCA and US GENIUS Act, fosters institutional trust in this digital settlement evolution.

Circle is working to fortify USDC’s global footprint beyond this initiative. Its broader strategy includes partnerships with Finastra to plug USDC into traditional payment hubs, OKX for zero‑fee USDC conversions, and ventures with SBI Group and Ripple in Asia—all aimed at building liquidity, interoperability and widespread adoption.

Sui Network and Alibaba Cloud have unveiled an artificial intelligence‑powered coding assistant for the Move programming language, embedded directly within ChainIDE to enhance developer experience from the outset.

An AI assistant has been introduced into ChainIDE, Sui’s flagship development environment, enabling developers to generate Move code through natural language prompts in English, Chinese and Korean. The assistant provides intelligent autocompletion, real‑time security checks, automated documentation and readily available templates—features engineered to smooth out common roadblocks in smart contract development.

This integration aligns with the growing convergence of AI and blockchain innovation, offering a unified environment where developers can focus more on creativity and less on syntax or language barriers.

Market reception has been positive. The SUI token’s price climbed between one and 2.1 percent following the announcement, reaching approximately $3.44, signalling investor confidence despite a generally bearish crypto climate.

Behind the integration lies a broader strategy to lower entry barriers for Move developers—particularly non-English speakers, who constitute a significant portion of the global Web3 community. By offering multilingual support, the tool opens the door for wider participation across Asia and beyond.

Industry observers suggest that this could translate into increased developer engagement and boosted ecosystem activity. The intelligent tooling is expected to streamline dApp deployment, reduce development cycles and yield more robust, secure code—even for newcomers to blockchain development.

Emerging data underscores this potential. Preliminary reports indicate a possible 40 percent uplift in developer activity within the Sui ecosystem, alongside rising application deployment and on‑chain usage. When combined with enhanced tooling and cloud infrastructure from Alibaba Cloud, this surge can help catalyse a flywheel effect: more developers, more dApps, more users, stronger demand for SUI through gas fees and staking.

Alibaba Cloud contributes more than software. The alliance includes node infrastructure support and enterprise‑grade scalability capabilities, reinforcing the network’s ability to handle higher transaction volumes and support institutional use cases.

Security remains a key consideration. The assistant’s real‑time vulnerability detection helps flag potential issues such as reentrancy risks or inefficiencies before deployment. Yet concerns persist about overreliance on AI-generated code, emphasising the importance of combining automation with developer oversight.

Institutional momentum continues to build. Swiss custodial services and SUI‑centric investment vehicles have entered the ecosystem, signalling growing trust. Meanwhile, developer outreach events in financial hubs such as Hong Kong, Singapore and Dubai are helping showcase Sui’s AI‑enhanced toolkit to enterprises and Web3 innovators.

The Ministry of Economy and Tourism has signed a Memorandum of Understanding with Dubai Science Park to reinforce legal and technical assistance for patent registration and intellectual property protection. The agreement is set to ease processing procedures and support businesses across TECOM Group’s business districts.

Support will extend to companies located in Dubai Science Park and other hubs such as Dubai Internet City, Dubai Media City, and Dubai International Academic City. The collaborative framework introduces expert guidance and streamlined mechanisms for innovators, aiming to enhance patent registration and commercialisation both locally and internationally.

Dr Abdulrahman Al Muaini, Assistant Undersecretary for the Intellectual Property Sector at the Ministry, emphasised a sustained commitment to fostering the national innovation ecosystem through partnerships that bolster IP protection capabilities. Marwan Abdulaziz Janahi, Senior Vice‑President of Dubai Science Park along with Dubai Knowledge Park and Dubai International Academic City, described the pact as a catalyst for accelerating research and innovation with global resonance.

Growth in patent activity underscores the impetus for such a partnership. From January to July 2025, the Ministry recorded 1,221 patents, up from 466 for the equivalent period in the prior year. Meanwhile, patent applications rose to 2,430 from 1,996 in the same timeframe. This solid year‑on‑year increase signals both institutional and societal recognition of the strategic importance of intellectual property.

Dubai Science Park serves as a key component of the UAE’s innovation infrastructure, hosting over 500 entities—including global firms such as AstraZeneca, BeiGene, and Pfizer—and facilitating the work of more than 6,500 professionals in the life sciences, energy and environmental sectors. Facilities include Grade‑A offices, LEED‑certified laboratories, and sophisticated logistics infrastructure.

The MoU also introduces outreach initiatives—for instance, workshops, training sessions, and awareness campaigns—designed to enhance IP literacy among business owners and innovators across TECOM’s network of districts.

This agreement aligns with the UAE’s long‑term strategy to transform into a knowledge‑based economy by 2031. It reflects a broader ambition to position the nation as a global centre for innovation and research by providing creators with robust protections for their intellectual property.

The new MoU follows earlier initiatives such as the Accelerated Patent Grant agreement with the United States Patent and Trademark Office, which aimed to speed up UAE patent approvals for inventions granted in the United States. Furthermore, the Ministry’s ‘Green IP Roadmap’ introduced accelerated registration for sustainable and eco‑friendly innovations—pushing to reduce registration timelines from 42 months to six and increasing patent numbers to 6,000 by 2026.

Commerce and Industry Minister Piyush Goyal said today that a free‑trade agreement with Oman will be finalised soon, while Qatar has expressed interest in negotiating a similar pact. Concurrently, he confirmed that negotiations with the European Union are gathering pace.

Speaking at a New Delhi event, Goyal assured exporters of government support to navigate global trade uncertainties—particularly those triggered by unilateral policies of other nations. He emphasised ongoing consultations with stakeholders, including Indian diplomatic missions, aimed at diversifying export markets and strengthening domestic consumption through Goods and Services Tax reforms. Goyal asserted that exports this year are poised to exceed last year’s levels.

Progress on the Oman front appears particularly advanced. Goyal characterised the India–Oman free‑trade agreement as “almost finalised,” suggesting that formal conclusion is within reach.

At the same time, Goyal reiterated that Qatar, along with Saudi Arabia, is keen on forging trade agreements with India, signalling growing interest from Gulf cooperation partners. Notably, India and Qatar had earlier set a goal to double bilateral trade to US$28 billion over five years—a vision reinforced by renewed discussions of a free‑trade pact.

Meanwhile, Europe remains a focal point. Goyal referenced rapid progress in FTA talks with the EU, and earlier this year had projected that negotiations could be concluded before the end of 2025. He expressed confidence that both sides may even exceed expectations and wrap up the deal ahead of schedule. The European Commissioner for Trade, Maroš Šefčovič, is expected in New Delhi in September to oversee the conclusion of the 13th round of discussions, which are likely to address remaining sticking points.

Goyal portrayed this as part of a broader, much‑intensified trade diplomacy, describing India’s approach as negotiations “from morning till evening” with multiple partners including the US, Chile, Peru, and others. He emphasised that each agreement will be grounded in national interest and industrial benefit, stressing that India will uphold its self‑respect and not compromise in negotiations—even as global trade tensions evolve.

These developments unfold against a backdrop of mounting trade headwinds. India’s share in global trade remains relatively modest, at around 2 percent, while nearly 40 percent of its exports to the US remain outside the scope of the newly imposed 50 percent tariffs—muting some of the trade impact.

India’s trade strategy appears to be one of diversification and resilience, deepening ties across regions—from the Gulf to Europe to the Americas. With multiple free-trade agendas advancing simultaneously, key pivots such as the Oman deal, Gulf engagement, and an EU agreement could reshape economic dynamics in the coming months.

A quarter of white‑collar professionals in the UAE express concern that artificial intelligence might one day replace their roles, yet more than half acknowledge that AI tools have made their work noticeably easier—presenting a complex picture of apprehension tempered by appreciation.

LinkedIn data shows that 80 per cent of professionals in the UAE now use AI tools “regularly,” a significant increase from 56 per cent in 2024. This puts the UAE second globally in AI adoption behind only India, where the figure stands at 85 per cent. Confidence in experimenting with AI is high, with 81 per cent of local professionals saying they enjoy exploring AI tools, and 73 per cent reporting more frequent and confident usage compared with the previous year. Many describe learning AI as “a second job.”

A survey by The National found that roughly 25 per cent of the 200 respondents worry about AI’s future impact on their jobs. Yet more than half affirm that AI has made their current tasks easier, and 7 per cent report that their roles have already been replaced—though they emphasise this is based on a small sample. Roles in media, advertising and marketing appear particularly vulnerable to automation. Nevertheless, David Mackenzie of recruitment firm Mackenzie Jones Middle East maintains that, at present, AI lacks the sophistication to supplant senior professionals in white‑collar roles.

Broader sentiment in the UAE workforce is largely optimistic. A Korn Ferry workforce report indicates that 82 per cent of employees in the UAE feel positive about AI’s potential—a stance mirrored in neighbouring Saudi Arabia. Moreover, a survey reveals only 7 per cent of UAE professionals would resist working alongside AI as a colleague, compared with 21 per cent globally. There is, however, cautious pragmatism: 35 per cent support limiting automation in sensitive sectors such as healthcare and education, and 61 per cent would endorse full automation only if accompanied by a universal basic income or welfare compensation, compared with 40 per cent worldwide.

These mixed perspectives take shape against a backdrop of national ambition and infrastructural investment. The UAE has broadened its Golden Visa programme to attract global talent in AI, climate technology and advanced digital industries—a strategic move to make itself a hub for technological innovation and sustainable growth. The country’s AI strategy also includes the establishment of dedicated institutions and leadership structures, such as the Ministry of State for Artificial Intelligence, Digital Economy and Remote Work Applications, led by Omar Sultan Al Olama, who was appointed in 2020 as the world’s first minister for artificial intelligence.

Academic insights reinforce the nuanced impact of AI across sectors. A recent study of creative professionals—including journalists and filmmakers—reveals that while AI enhances operational efficiency and reduces costs, it also raises concerns about authenticity, cultural integrity and skill erosion. The absence of sector‑specific guidelines leaves individuals to navigate AI adoption on their own.

On a global scale, developments are shaping discourse on AI’s real effects. A Stanford‑led study has documented a 16 per cent decline in employment among workers aged 22–25 in sectors vulnerable to automation, such as customer service and software development, between late 2022 and mid‑2025. Experienced workers remain comparatively shielded as AI takes over repetitive tasks. The report emphasises the importance of policies that favour human‑AI collaboration rather than outright replacement. Microsoft’s AI chief Mustafa Suleyman urges professionals not to fear job loss, but rather stagnation—championing reskilling, collaboration, and a growth mindset.

These threads converge as the UAE continues to pursue its goal of becoming an AI leader by 2031—anchored in education, infrastructure, investment and workforce transformation. Yet the responses of professionals remain varied: a blend of anxiety, adaptability and optimism defines the evolving relationship between AI and work in the UAE.

Global logistics investor GLP will receive up to $1.5 billion from a wholly owned subsidiary of the Abu Dhabi Investment Authority, signalling the sovereign wealth fund’s first move from limited partner to direct stakeholder in the firm. The initial capital deployment of $500 million is earmarked for expanding GLP’s operations in logistics, digital infrastructure, and renewable energy, with further investment to follow in coming months.

The capital infusion aligns with growing global demand across sectors driven by e‑commerce growth, artificial intelligence and cloud adoption, and the green energy transition. GLP’s data‑centre division is notably thriving: its annual revenue surged 43 percent year‑on‑year to US $193 million.

GLP oversees approximately US $80 billion in assets through its management arm, GLP Capital Partners. This move marks a strategic shift for ADIA—long an investor in GLP’s funds—into becoming a direct shareholder in the global investment group.

In a statement, GLP co‑founder and chief executive Ming Z Mei emphasised that the enhanced capital base and strategic partnership will enable the company to “accelerate growth” and capitalise on the “secular expansion of new economy sectors in which we operate.” Mohamed Al Qubaisi, executive director of ADIA’s real estate department, noted that the transaction deepens their longstanding relationship with GLP and supports its next growth phase while scaling exposure to new economy segments.

The investment supports GLP’s diversified global platform. The firm has operations across Brazil, China, Europe, India, Japan, the US, and Vietnam, spanning logistics real estate, data centres and renewables. Moreover, the investments come amid escalating interest in digital infrastructure, particularly data centres, which are seen as pivotal to AI and cloud services growth.

GLP’s momentum is further underlined by recent capital inflows from regional partners. In China, the company secured 2.5 billion yuan from Zhejiang government‑backed investors to boost its data‑centre operations. Earlier in the year, GLP completed the sale of its ex‑China funds management business to Ares Management for US $3.7 billion, in a deal partly financed with cash and equity. The company also retains stakes in those funds and has backed Ares’s first Japanese data‑centre fund, which completed a US $2.4 billion final closing in June.

GLP’s evolution over the past decade provides further context for this development. Founded in 2009 by Ming Z Mei and Jeffrey H Schwartz, the firm originated as Global Logistic Properties. It went public in 2010 in what was at the time Singapore’s largest IPO. It was taken private in 2018, following a leveraged buyout led by a private‑equity consortium. The company has since transformed into a multi‑sector platform across logistics, digital infrastructure and renewable energy.

On the other side, ADIA stands as one of the world’s largest sovereign wealth funds, managing a diversified global portfolio across asset classes including real estate, private equity and data‑centre platforms. This leap into a direct stake in GLP underscores the fund’s strategy of pursuing active positions in entities driving structural sectoral growth.

Ajman NuVentures Centre Free Zone has launched a representative office in Dubai, strategically expanding its investment reach. The facility, situated on the ninth floor of Aspin Tower on Sheikh Zayed Road, will serve as a local hub for entrepreneurs seeking seamless company registration in Ajman through a fully digital platform.

H. E. Sheikh Dr. Mohamed bin Abdullah Al Nuaimi, Chairman of ANCFZ, inaugurated the office and highlighted its role in enhancing Ajman’s position as a rising business hub. He described the move as a model of public–private collaboration and a strategic step in responding to global economic shifts.

Mr. Rishi Somaiya, CEO of ANCFZ, explained that the new office will not operate as a service outlet but as a platform for promoting ANCFZ services and supporting a growing base of investors. He noted that within just one year of its launch, ANCFZ has attracted investment interest from over 150 countries and secured more than AED 250 million in total investments.

A partnership agreement was signed alongside the office launch, marking a commitment to long-term institutional synergy between ANCFZ and its partner, FDI Zone. This agreement is intended to streamline investment processes, offer technical and legal support, and foster economic integration between public and private sectors.

ANCFZ offers several investor-friendly advantages, including two‑hour business licence issuance, 24‑hour visa processing, and a completely digital setup experience. These features have distinguished it from many other free zones in the UAE.

In July, ANCFZ introduced a flexible “Pay as You Go” package, enabling businesses to launch with minimal upfront costs and pay only for services as needed—covering visa processing, legal documentation, and office services. Somaiya described the offering as empowering entrepreneurs to scale at their own pace.

This Dubai expansion aligns with ANCFZ’s broader strategy to enhance accessibility and affordability while supporting Ajman Vision 2030. By establishing a physical presence in Dubai, the zone aims to attract a broader investor base and lower entry barriers.

Placing the office in Dubai, a global business nexus, grants investors direct access to face-to-face support and eases navigation of the digital registration platform. Investors can now initiate company setup in Ajman from within Dubai’s business ecosystem, benefiting from efficient processing, simplified legal support, and transparent digital systems.

Over its initial year, ANCFZ booked notable growth—attracting entrepreneurs from more than 150 countries and accumulating investments exceeding AED 250 million.

The Dubai office is poised to accelerate that trajectory by enhancing investor outreach and reinforcing ANCFZ’s reputation for efficiency, transparency, and innovation. Its aim is to support founders through every stage of setup, with streamlined licence procurement, visa facilitation, and administrative assistance—all delivered through a user-focused digital infrastructure.

A surge in travellers tracing the on‑screen footsteps of K‑dramas is reshaping tourism across unexpected global landscapes. From lakeside Swiss villages to tranquil Japanese islets and coastal Korean towns, the ‘K‑Wave’ is turning fictional settings into real‑world destinations.

Fans of Crash Landing On You have placed the Swiss lakeside village of Iseltwald on the map. A modest community of 406 residents now sees approximately 1,000 visitors daily at the dock featured in the series. Access fees have yielded nearly 245,000 Swiss francs in 2024, with public toilet revenues adding a further 58,000 francs. Local authorities emphasise that funds are channelled into essential services, including waste management, restroom upkeep and additional staffing, rather than generating profit. Authorities also responded to the influx by installing signage and creating an informational website to encourage respectful tourist behaviour.

In Asia, Korea’s own locales continue to benefit from film‑induced tourism. Following the broadcast of Winter Sonata, visits to Nami Island soared, rising from 250,000 to over 650,000 — the iconic kissing‑spot statue now a pilgrimage for fans. Similarly, Hometown Cha‑Cha‑Cha elevated Pohang’s tourism profile, revitalising its commercial district, while Yangju’s Chang Ucchin Museum of Art attracted enquiries after featuring in episode twelve, prompting VR‑based fan tours leveraging immersive content.

This pattern extends beyond Korea. Swiss sites exemplify how global K‑drama audiences are contributing to local economies, especially in destinations outside traditional tourism circuits. The case of Iseltwald illustrates both the economic boost and the logistical strains of sudden fame. On the other hand, domestic examples underline how coordinated efforts—with content, tourism boards and local authorities collaborating—can shape sustained visitor interest.

Tourism experts note a broader shift: entertainment has become a powerful impetus for travel, transcending conventional marketing. The emotional investment viewers feel with characters and storylines often precedes a desire to experience the settings firsthand. In South Korea, advertisers and tourism agencies have capitalised on this trend. Data from 2025 shows searches for Seoul increased by 30 per cent in the first half of the year, while Busan’s surged by 50 per cent, fuelled by exposure in K‑dramas and social media travel content. Over 32 per cent of young global travellers cited K‑pop or K‑dramas as their primary reason for visiting, with 60 per cent motivated by food and cultural experiences.

Meanwhile, the broader economic ripple effect is apparent. A recent report highlights that the Korean Wave is driving increases in tourist spending across multiple regions and sectors—far beyond traditional attractions. Cultural soft power, rooted in entertainment, fashion, cuisine and beauty, is proving a more enduring and profitable tourism strategy.

This phenomenon underscores the dual nature of film-induced tourism. On one hand, it delivers tangible economic dividends—reviving rural towns, funding infrastructure, generating income for small businesses. On the other hand, communities face challenges: overburdened infrastructure, privacy concerns, and maintaining authenticity amid influxes of enthusiastic visitors.

The contrast between organic growth in Korean towns and the spontaneous boom in European villages like Iseltwald highlights critical factors. Locally coordinated strategies, preparedness and managed growth tend to yield more sustainable outcomes. Yet even unplanned surges can be harnessed—if responded to with planning, investment and community engagement.

Infosys will acquire a 75 percent stake in Versent Group, the cloud‑focused digital transformation specialist wholly owned by Telstra, for A$233.3 million, in a joint venture aimed at accelerating artificial intelligence‑enabled cloud and digital services across Australia. The deal, positioning Infosys as majority operator with Telstra retaining a 25 percent interest, is expected to complete in the second half of fiscal year 2026, contingent on approval from Australia’s Foreign Investment Review Board and Competition and Consumer Commission.

Versent brings to the table its team of 650 engineers, advisors and strategists and deep expertise in serving large‑scale sectors such as finance, utilities, energy, education and government. Infosys plans to infuse this local engineering capability with its global strengths—particularly its AI suite including Infosys Topaz, cloud platform Infosys Cobalt, and cybersecurity services from The Missing Link—to deliver comprehensive digital transformation solutions across Australian enterprise and government clients.

The transaction sparked a positive market reaction. Infosys’s US‑listed shares climbed 1.6 percent to US$16.33, while shares traded in India leapt 2 percent to ₹1,449.90.

This JV marks a significant stride in Infosys’ global AI‑cloud strategy and broadens its footprint in Australia. For Telstra, the move aligns with its broader transformation ambitions, where leadership under CEO Vicki Brady is steering the business toward becoming more software‑centric and AI‑first. As part of this shift, Telstra has embraced extensive AI deployment—covering operations such as fault detection, customer support enhancement and efficiency gains—and introduced 21,000 Microsoft Copilot licences along with a dedicated data and AI academy for staff upskilling.

While Telstra has enacted workforce reductions—550 roles eliminated in its enterprise division—company executives emphasise these changes result from structural realignment, not AI, and promise support for affected employees.

NMC Healthcare, one of the United Arab Emirates’ foremost private healthcare providers, has turned to Snowflake’s AI Data Cloud platform to elevate its patient-care capabilities. The agreement empowers NMC to consolidate operational and clinical data from across its network of 70 facilities, enabling real-time, AI-powered analytics to enhance point‑of‑care decision‑making and patient experience.

Christopher Habib, Chief Strategy Officer at NMC Healthcare, has emphasised that Snowflake’s infrastructure equips teams to “act on insights in real time — whether that’s enhancing patient care and experience or optimising operations.” This development represents a significant stride in the organisation’s digital transformation and innovation trajectory.

Centralising data across numerous outlets lays the groundwork for scalable systems tailored to evolving regulatory, operational, and patient‑care demands. By deploying an AI‑ready platform, NMC intends to boost speed‑to‑insight and enrich its analytics capacity across the board.

Analysts note that real‑time analytics are increasingly pivotal in healthcare—particularly amid growing volumes of patient data and demand for timely interventions. Platforms like Snowflake support seamless integration of disparate data sources, enabling care teams to deliver personalised responses and predictive insights.

Beyond regional impact, Snowflake has cultivated a growing presence in Middle Eastern healthcare initiatives, positioning AI‑powered data platforms as strategic enablers of digital health advancement.

NMC’s embrace of Snowflake underscores a wider pivot among UAE healthcare providers towards data‑driven operations. Consolidated data empowers administrators to monitor performance across locations, refine resource allocation, and respond swiftly to patient needs.

Industry voices suggest that accessible 360‑degree patient profiles—enabled by secure, unified data platforms—enhance clinicians’ ability to anticipate complications, tailor treatments, and improve outcomes.

Operationally, the shift supports more efficient workflows. With instantaneous analytics, NMC can optimise scheduling, predict demand surges, and better manage inventory across its hospital network. This aligns with corporate growth strategy and innovation goals.

Centralising analytics also simplifies compliance. A unified platform helps ensure consistent data governance, audit capabilities, and adherence to evolving healthcare regulations focused on patient privacy and data security.

Although immediate rollout details remain undisclosed, the scale of NMC’s network suggests that implementation could significantly elevate operational agility. Snowflake’s cloud‑native design also offers flexibility—allowing future expansion and integration with emerging health‑tech tools.

NMC Healthcare’s strategic turn signals that Middle Eastern private health systems are entering a new era—where advanced data infrastructure not only supports clinical decisions, but also underpins broader organisational resilience.

Emerging trends suggest that demand for AI‑enabled, centralised data ecosystems will rise further, particularly as providers seek to standardise care quality and scalability across regions. NMC’s move may well serve as a model for other networks aiming to harmonise operations and elevate patient care through data intelligence.

Finance watchers may note that Snowflake, listed on NYSE under the ticker SNOW, continues to grow its market presence, backed in part by strategic partnerships like this one. The company’s capabilities align neatly with healthcare sector demands for secure, interoperable data solutions.

BingX AI has surpassed the milestone of two million active users and handled more than twenty million queries since launching in May, marking a significant leap for its AI-driven trading platform. The achievement underscores the rapid uptake of AI tools in digital asset trading and signals BingX’s growing influence in the Web3 sector.

BingX AI offers a suite of AI-powered avatars—The Analyst, Strategist, Recommender, Protector and Monitor—that support users at distinct phases of their trading journey. From decoding market charts and suggesting tokens to forecasting trends and simulating risk outcomes, the platform delivers a streamlined, real‑time trading experience. This multi‑modal intelligence relies on a combination of advanced AI engines and extensive trading data sets, designed to support traders across experience levels.

Vivien Lin, Chief Product Officer at BingX, emphasised that the platform is aimed at augmenting rather than replacing human decision‑making: “AI is redefining what’s possible in digital asset trading… offering users context, clarity and confidence in one unified platform.” Lin added that hitting two million users is just a step forward and flagged upcoming AI enhancements that promise to elevate the tool’s capabilities further.

This milestone aligns with BingX’s broader AI Evolution Strategy, a US$300 million initiative to embed AI across its trading ecosystem. The strategy aims to consolidate previously fragmented tools into a seamless, intelligent environment that empowers traders—from novices to professionals—to make better-informed decisions and trade with greater assurance.

Founded in 2018, BingX has grown into a significant player in the crypto and Web3 space, supporting over 20 million users globally across services such as derivatives, spot trading, copy trading and AI tools. Notably, the firm became the official crypto exchange partner of Chelsea Football Club in 2024, expanding its presence beyond fintech into sports sponsorship.

The rising appetite for AI-assisted trading reflects a broader trend of digital transformation within the crypto ecosystem, where users increasingly seek sophisticated yet accessible tools to navigate volatile markets. BingX’s success with AI avatars may well become a template for how AI interfaces can enrich the trading experience without sidelining user autonomy.

Emirates NBD has joined the Sustainable Markets Initiative’s Financial Services Task Force, becoming the first bank from the GCC to participate in the group of global banking CEOs aiming to mobilise large-scale capital for climate- and nature-positive investment.

The move positions the Dubai-based lender at the forefront of sustainable finance in the MENAT region, enabling it to collaborate in setting industry-wide standards for environmentally conscious banking.

Shayne Nelson, Group Chief Executive, described sustainability as central to the institution’s culture and strategy, emphasising that its established ESG achievements underpin its inclusion. He noted that this engagement will boost collective efforts to tackle climate and biodiversity challenges.

Jennifer Jordan-Saifi, Chief Executive of the Sustainable Markets Initiative, welcomed Emirates NBD’s integration, reaffirming the importance of unified private-sector action to drive transition at the scale and pace needed globally.

Vijay Bains, Chief Sustainability Officer and Group Head of ESG at Emirates NBD, stated that the bank is adopting both national and international standards and engaging all stakeholders—from employees and customers to investors and communities—in delivering meaningful impact. He underlined that the ESG strategy extends beyond climate risk to include inclusive, low-carbon products and governance.

Since its launch in 2020 by His Majesty King Charles III, then the Prince of Wales, the Sustainable Markets Initiative has formed alliances across private sectors and governments to devise and scale solutions for sustainable transition. The Financial Services Task Force has already developed standardised methodologies for banking transitions and expertise in nature-based financial instruments.

Emirates NBD’s inclusion marks a significant milestone for the GCC’s role in global sustainable finance. The partnership enables the bank to influence practices beyond the region, particularly in infrastructure investment and climate-aligned financial innovation.

This move arrives against growing investor demand for eco-conscious operations and the UAE’s increasing focus on embedding sustainability across its economic policy and corporate governance.