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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.

UAE companies are recalibrating their compensation strategies amid evolving market pressures, rising costs, and intensifying competition for skilled professionals.

Salary growth across the board is projected at a modest 4 per cent in 2025, reflecting economic moderation rather than exuberance. Mercer’s Total Remuneration Survey indicates that more than 28 per cent of firms plan to increase headcount, signalling a continuing demand for talent despite budgetary constraints. In-demand sectors such as technology, life sciences, and consumer goods are expected to see slightly higher increases—around 4.2 to 4.5 per cent—while energy and financial services align with the broader average.

MaxHR’s projections paint a slightly more optimistic picture for key verticals: salary hikes for technology roles could reach 8–12 per cent, while finance and banking roles may grow by 5–7 per cent, significantly outpacing other industries.

Employers are embracing variable compensation as cash-strapped budgets and workforce expectations diverge. There is a growing preference for pay-for-performance models, personalised benefits, and flexibility—designed to engage younger professionals who prioritise purpose and work-life integration alongside financial reward.

These shifts align with broader market signals. Tuscan Consulting notes that after post‑pandemic salary surges, firms are now reassessing compensation strategies, balancing retention needs with cost control. Executive packages increasingly include sign‑on or retention bonuses, deferred incentives, and more nuanced benchmarking—often comparing pay between UAE and KSA to remain competitive.

Yet not all data points suggest growth. Business Insider reports that salaries across the UAE may remain flat in 2025, attributed to a swelling expat population that expands the available talent pool and reduces pressure on employers to offer premium pay. Meanwhile, exponential increases in living costs—rent rose 16 per cent in the prior year—have squeezed middle-income professionals, eroding disposable income despite tax‑free earnings.

At the same time, the Dubai government is extending a labour-market lifeline to targeted expatriates, offering roles with monthly salaries up to Dh 50,000. This contrasts with the broader cautious recruitment trends in the private sector, where AI, automation, and tax uncertainties are prompting a more measured approach to hiring.

Dubai’s finance sector is expanding—hiring regulators, investment bankers, and compliance professionals to match its rapid growth. Compensation packages often exceed those in London by up to four times once tax advantages and relocation benefits are included, although professionals note that reward expectations and infrastructure pressures are testing the city’s appeal.

A cohesive picture emerges: employers are shifting from purely salary-driven offerings to total-reward packages that integrate flexibility, performance incentives, and career development. While headline salaries may be easing off, especially for mid-tier roles, specialized sectors and public entities continue to push compensation envelopes to secure talent and drive strategic priorities.

Dubai’s population has exceeded four million residents in 2025, marking one of its most rapid growth phases. Analysts from DXBinteract report that over the past year, the city welcomed more than 231,000 new residents—achieving a 6.13 per cent increase—underscoring the emirate’s position among the globe’s fastest-expanding urban centres.

The city’s demographic growth trajectory reflects a profound transformation. In 2008 Dubai was home to some 1.6 million people; today that figure has surged to over four million. This expansion has occurred alongside a widening appeal as a global hub for commerce, real estate investment and multicultural living.

The implications for infrastructure and property markets are immediate. DXBinteract data indicates that Dubai now hosts more than 2,000 developers, nearly 29,400 real estate agents and close to 8,800 brokerages—highlighting a highly competitive market environment. AI-backed forecasts anticipate the emirate’s population reaching five million by 2029–2030, a scenario that would require construction of at least 300,000 additional housing units.

Key factors behind the demographic surge include robust economic diversification, progressive residency policies and enhanced global connectivity. Visa reforms such as the Golden Visa, the allowance of 100 per cent foreign ownership in designated zones, and development of specialized free zones are drawing entrepreneurs, professionals, and high-net-worth individuals to the city.

Natural population growth also plays a role, coupled with sustained net migration. DXBinteract notes that over the span of 14 years—from 2011 to today—Dubai’s population has effectively doubled, moving from around 1.93 million to more than four million inhabitants.

Parallel figures from Gulf News further underpin this narrative: by 25 August, the population stood at an estimated 3,999,247, reflecting an increase of 3.5 per cent—or over 134,000 people—since the beginning of the year. Local citizens’ numbers also rose, reaching nearly 300,000 Emiratis, the highest local population recorded to date.

These demographic patterns are stretching the city’s infrastructure. Housing markets are responding with rapid development across residential zones—both to meet rental demand and home-purchase interest. Expanded transport networks, public services and retail facilities are also under strain.

Looking ahead, AI-driven projections suggest a growth-to-consolidation shift rather than unchecked expansion. Larger real estate firms and tech-oriented platforms are expected to gain greater market share in response to evolving supply dynamics.

Dubai’s expanding population deepens its role on the global stage as a crossover centre for trade, tourism and investment. But with accelerated urban growth comes a renewed emphasis on sustainability, quality of life and long-term planning to ensure that infrastructure and housing keep pace with demographic ambitions.

Berkshire Hathaway’s National Indemnity Company has lifted its stake in Mitsubishi Corporation to 10.23 %, up from 9.74 % earlier, signalling a reinforced commitment to Japan’s leading trading house. The investment follows similar moves in March across other sogo shosha, including Mitsui & Co.

The decision reflects Warren Buffett’s enduring confidence in Japanese megatraders, whose disciplined capital allocation, governance reforms, and investor-friendly policies align strongly with Berkshire’s investment philosophy. As Buffett admired in his annual letters, these firms’ governance improvements, such as stronger board oversight and enhanced transparency, have elevated their attractiveness globally.

Markets responded with optimism. Mitsubishi shares advanced approximately 1.8 %, while Mitsui and its peers—including Sumitomo, Itochu, and Marubeni—also rose, lifting the Nikkei 225. Notably, Berkshire’s growing yen‑denominated dividend income, estimated at $812 million, substantially exceeds its $135 million in interest costs—from its debt exposure—further underscoring the financial logic behind the move.

Buffett first entered these companies around 2019, building stakes across five major trading houses. At that time, the positions were modest—roughly 5 % each—and have been gradually expanded as corporate reform deepened. Last year, ownership in these firms reached as high as 9.8 %. At the annual shareholder meeting in Omaha, Buffett stressed his intention to hold these stakes “for many decades,” a sentiment shared by vice‑chairman Greg Abel.

Several strategic and structural factors underpin this move. Japanese trading houses are diversifying rapidly—expanding into renewable energy, logistics, tech, and sustainable infrastructure—which offers resilience against inflation and trade volatility. Their shareholder returns via dividends and share buybacks, combined with conservative executive pay, align with Berkshire’s preference for capital‑efficient businesses.

Buffett’s growing exposure coincides with Japan’s corporate governance revolution. Since former Prime Minister Abe’s reforms and the stewardship code, sogo shosha have improved transparency, board independence, and capital discipline—making them far more attractive to foreign investors.

Berkshire’s strategic calculation is also macro‑driven. In a year when the iShares MSCI Japan ETF has gained around 17 %, outperforming the S&P 500, the broader market trend reinforces the allure of Japanese equities.

Bitcoin has regained footing near $113,000 following a textbook flash crash over the weekend triggered by a whale’s sell‑off of 24,000 BTC, which sparked over $800 million in forced liquidations across crypto markets. Market behaviour since suggests cautious optimism, with support holding firm at around $110,000—analysts now eye this level as a critical foundation for recovery.

On chart terms, traders are watching a breakout above the $115,000 resistance zone. A sustained move beyond $115K could see Bitcoin rally toward $120,000, buoyed by renewed ETF inflows and reduced leverage. Conversely, failure to hold above $110,000 risks a slide toward $108,000 or even $105,000.

Ethereum stands out, gaining about 4 % to trade at approximately $4,589—just shy of its all‑time high—on robust demand and ETF inflows. Meanwhile, the broader crypto market cap has rebounded, edging closer to the $4 trillion mark as 90 of the top 100 coins turn green.

Federal Reserve developments continue to underpin sentiment. A dovish tone from Federal Reserve Chair Jerome Powell at the Jackson Hole symposium earlier this week spurred a surge, lifting Bitcoin to over $124,000—even as markets reeled from that upward spike and a swift correction. Powell’s comment that rate cuts could be on the table by next month reignited risk appetite, adding tailwind to cryptocurrencies and related equity names.

Amid the tumult, technical indicators signal mixed outlooks. Bitcoin’s MACD remains below neutral—suggesting recovery would require improving sentiment —while certain charts hint at a potential bull trap, as the latest price peak was not confirmed by a rise in RSI, pointing to possible fading buying momentum.

Institutional engagement stays strong, underlined by steady ETF inflows. On a single day, Bitcoin and Ethereum ETFs recorded inflows of $88.2 million and $455 million respectively—action that reinforces the plausibility of a rally toward $120,000 should momentum endure.

However, geopolitical and policy risks are never far off. Pressure on the Federal Reserve—particularly from U. S. political manoeuvres—could destabilise markets. Some analysts warn that if Bitcoin fails to reclaim the $111K–$112K zone, further decline toward $100K cannot be ruled out.

Saudi Arabia’s non‑oil private sector sustained strong expansion in July, although growth eased compared with June. The Purchasing Managers’ Index, compiled by S&P Global for Riyad Bank, slipped to 56.3 from June’s 57.2, yet remained well above the 50‑point mark that separates expansion from contraction.

Domestic demand continued to underpin business activity, prompting firms to recruit aggressively. Employment surged again in July, marking another historic increase following June’s 14‑year high. Chief Economist Naif Al‑Ghaith commented that “the non‑oil economy remained on a solid growth track in July, supported by higher output, new business, and continued job creation”.

Despite this resilience, output growth moderated, registering its slowest pace since January 2022. Firms pointed to rising competition and reduced customer visits as key factors behind the slowdown. One of the more notable concerns was the first decline in new export orders in nine months, highlighting challenges in attracting foreign clients.

Cost pressures, while still elevated, showed a slight easing. Input price inflation decelerated marginally, though labour expenses remained steep amid efforts to retain staff through bonuses. Nevertheless, firms passed on some of this pressure to consumers, with output prices rising for a second consecutive month.

Looking back to June, the sector had posted particularly robust growth. The PMI rose to 57.2, driven by strong domestic demand, new project starts, and intensified marketing efforts. New orders reached a four‑month high, while hiring surged at its fastest pace since May 2011. Input costs rose sharply and were reflected in higher output prices, even as confidence among firms reached a two‑year high.

This strong performance aligns with broader economic diversification goals by boosting sectors beyond oil. In March, S&P upgraded Saudi Arabia’s sovereign credit rating to ‘A+’ from ‘A’, citing sustained progress under Vision 2030 and confidence in rising activity in construction, manufacturing, logistics, and mining. While the International Monetary Fund earlier revised down the country’s GDP forecast for 2025 to 3 percent, it acknowledged continued resilience in the non‑oil sector.

Regionally, the trends contributed to relative stability in the stock market. While shares in Saudi Arabia ended largely flat amid sectoral shifts, healthcare and energy gained traction, even as real estate, finance, and materials lagged behind. Firms operating across the region reported softer non‑oil demand signals, reinforcing cautious optimism among investors.

As Saudi Arabia navigates through post‑oil economic structures, the non‑oil sector stands out for its adaptability. Businesses continue to expand teams and absorb input challenges, yet face mounting pressure from market competition and weakened foreign demand. While optimism about future activity remains, it has notably softened to the lowest level since July 2024.

Major players and startups are racing to establish dominance in India’s quick‑commerce landscape, where urban consumers now expect deliveries within minutes. Blinkit, Zepto, Instamart, Amazon Now, BigBasket Now and others are expanding rapidly, focusing both on speed and diversification beyond groceries, even as questions mount over sustainability.

Blinkit, the q‑commerce arm of Eternal, delivered a sharp uplift in adjusted revenue for the first quarter of 2025, reaching ₹71.67 billion—a year‑on‑year increase of more than 70 per cent. However, soaring expenses, largely driven by aggressive discounting and the rapid build‑out of “dark stores,” pulled net profit down by nearly 90 per cent to ₹250 million. Blinkit continues to lead in the segment, delivering groceries and essentials within 10 minutes across more than 30 cities.

Zepto, founded in 2021 by Aadit Palicha and Kaivalya Vohra, has built a dense network of dark stores across ten metropolitan areas and operates over 250 stores as of 2024. Its valuation has surged past $5 billion, underpinned by a leap in FY24 revenue to ₹4,454 crore.

Swiggy’s Instamart continues recalibrating its business, shifting from its origins in restaurant delivery to prioritising ultra-fast delivery of grocery and everyday items in a broader consumer market.

Global giants are also aggressively entering the fray. Amazon’s “Now” 10‑minute delivery service, first piloted in Bengaluru, has now rolled out across select New Delhi pin codes. Flipkart, backed by Walmart, has likewise deployed its rapid‑delivery offering in the country. Competition has intensified, with both global and domestic players vying to own consumer mindshare.

Market projections suggest explosive growth: quick‑commerce has scaled from about $300 million in 2022 to $7.1 billion in 2025, with forecasts projecting a staggering $40 billion by 2030. Growth is being fuelled not only by metro usage, but also by demand in tier‑2 and tier‑3 cities, which have accounted for 60 per cent of new e‑retail customers since 2020.

To support this infrastructure leap, commercial property heights are shifting downwards—hyperlocal warehousing is surging in both major metros and smaller cities. Platforms are converting underused urban spaces—like basements and small plots—into rapid fulfilment hubs to meet expectations of 10‑ to 15‑minute deliveries.

Still, financial caution flags are being raised. Gopal Srinivasan, chairman of TVS Capital Funds, has warned that India’s quick‑commerce boom may be a “passing fad,” sustained mainly by private equity and venture capital rather than sustainable economics. Industry observers point to sharp increases in customer acquisition costs, shrinking margins, and low consumer loyalty if discounts and free delivery models are scaled back.

The origins of the model lie in a consumer demand for ultra‑fast replenishment, transforming smartphones into virtual marketplaces not just for staples, but festive goods, personal care items, apparel and electronics—especially during cultural festivals like Raksha Bandhan.

A financial corridor is emerging beneath the digital storefronts: hyperlocal logistics operators such as Xpressbees, already present in over 4,500 service centres and 250 hubs by March 2025, are becoming critical partners to power the last‑mile challenge.

Traditional players are also adapting. BigBasket, owned by Tata Digital, has introduced a 10‑minute food delivery service in Bengaluru, including offerings from Tata Starbucks and IHCL’s Qmin platform.

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.