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The United Arab Emirates will integrate its National Artificial Intelligence System into the highest levels of government from January 2026. The system will serve as an advisory member of the Council of Ministers, the Ministerial Development Council, and the boards of all federal entities and government-owned companies. Its mandate includes supporting decision-making, providing real-time analysis, offering technical advice, and enhancing policy efficiency across every sector.

Dubai’s ruler and UAE Prime Minister, Sheikh Mohammed bin Rashid Al Maktoum, made the announcement on 20 June, emphasising that the world is undergoing “comprehensive transformation—scientifically, economically and socially.” He underscored that the move is intended to prepare the country for future challenges and to “ensure continued prosperity and a dignified life for future generations”.

This development builds upon the UAE’s decade‑long focus on artificial intelligence, which began with the appointment of Omar Sultan Al Olama as the world’s first Minister of State for Artificial Intelligence in October 2017. In early 2019, the National Artificial Intelligence Strategy 2031 was launched, setting the ambition to position the UAE as a global AI leader by 2031. Subsequent milestones include the founding of the Mohamed bin Zayed University of Artificial Intelligence in 2019 and Abu Dhabi’s Digital Strategy 2025‑2027, which aims to establish a fully AI‑powered government by 2027.

Analysts suggest that embedding the AI system at ministerial and federal‑company levels could accelerate data‑driven governance, reduce bureaucratic lag, and foster greater inter‑departmental cohesion. One Gulf Business commentator noted that the AI system would “enhance the efficiency of government policies adopted… across all sectors”. However, questions remain over oversight and transparency mechanisms, especially as the system begins analysis in real time.

International observers view the UAE’s strategy as part of a wider push by governments to use AI in public administration. Examples include Japan’s smart city prototype “Woven City” and various national AI offices globally. Still, no other nation has yet placed an AI inside its cabinet with ministerial‑level access.

Experts highlight both promise and peril. Proponents argue the system’s analytical speed can help identify emerging economic, environmental, and public health challenges before they escalate. Critics, however, caution that AI must be complemented by human judgment to avoid embedding algorithmic bias or over‑reliance on model outputs. Ethical guidelines—such as transparency, accountability, and fairness—will need to be codified and enforced to mitigate these risks.

Practical implementation looms as another challenge. Seamless integration into federal bodies and government companies will require significant investment in digital infrastructure, staff training, and inter‑agency coordination. These tasks fall within the remit of the Minister of State for AI, Digital Economy and Remote Work Applications, Omar Sultan Al Olama, who has spearheaded the country’s AI strategy since 2017.

As part of a broader governance overhaul, Sheikh Mohammed also announced the launch of a dedicated Ministry of Foreign Trade, led by Thani bin Ahmed Al Zeyoudi—and the renaming of the Ministry of Economy to the Ministry of Economy and Tourism under Abdullah bin Touq Al Marri.

The government asserts that the AI system will augment human capacity without replacing it, and that final decisions on strategy and policy will remain with elected or appointed officials. Mechanisms to monitor AI‑led inputs and outcomes are expected to be announced before the system’s January 2026 launch, according to insiders.

A British Royal Navy F‑35B Lightning II remains immobilised at Thiruvananthapuram International Airport after declaring an emergency on 14 June. The pilot reported low fuel amid rough sea conditions over the Arabian Sea before the jet, deployed from HMS Prince of Wales during the Indo‑Pacific Operation Highmast, touched down at 21:28 IST. The Indian Air Force’s Integrated Air Command and Control System coordinated the diversion alongside civilian air traffic control, declaring a full-scale emergency to ensure safe handling.

Initial refuelling took place on Sunday under IAF supervision, but the aircraft could not return to the carrier due to a hydraulic system failure. Royal Navy technicians arrived via helicopter from the carrier that night and began repair operations, but their efforts remain unsuccessful six days on. Additional British and American technical personnel—possibly including Lockheed Martin experts—have since taken charge, while a larger maintenance team is expected. If repairs remain inconclusive, the jet may be airlifted back aboard a military transport aircraft.

Valued at over $100 million, the F‑35B represents one of the world’s most advanced and expensive combat aircraft, equipped with short take‑off and vertical landing capability, stealth design, networked sensors, and naval adaptability. Its unscheduled landing in India highlights both the logistical complexities of advanced military aviation and the robust coordination between allied forces.

Security protocols have been stringent. The aircraft is stationed in Bay 4 under armed Central Industrial Security Force guard. The British team rejected offer to relocate it to a civilian hangar or protective shed, citing confidentiality concerns over sensitive systems, and insisted on repairs in open view under controlled conditions. Meanwhile, Royal Navy personnel, including the pilot and technicians, remain onsite with food and lodging provided by airport authorities, with Indian teams facilitating logistics throughout.

The incident marks the first unscheduled landing of a foreign-manufactured F‑35 on Indian territory and comes amid growing UK‑India defence cooperation. The jet had been flying as part of joint maritime exercises, including PASSEX drills with INS Tabar and other British ships in the northern Arabian Sea on 9–10 June. Analysts have noted the deployment underscores interoperability and strategic alignment between both nations, rather than any response to Middle East tensions.

Within 48 hours of landing, the aircraft had been refuelled and initially positioned for departure. However, the discovery of hydraulic malfunction extended its stay, prompting the dispatch of specialists from the UK and the US. Defence officials confirmed that the jet could be repatriated on a cargo plane if ground repairs remain unfeasible.

The episode has drawn public attention not only for its rarity but also for the international coordination displayed. Local observers are closely watching developments, while military commentators underscore the necessity of emergency recovery airfields like Thiruvananthapuram for carrier-based operations during unpredictable monsoon-season weather.

As of 20 June, the jet remains on the tarmac, awaiting either restoration or return via air transport. With a multinational technical team now assembled, a departure window is expected later this week—subject, of course, to successful hydraulic repair and formal clearances under Indian aviation protocols.

DGCA has directed Air India to strip three senior officials of all responsibilities in crew scheduling and rostering, citing repeated and serious violations of licensing, rest periods, and flight‑duty time norms, according to its order dated 20 June. The order targets a divisional vice‑president and two crew‑scheduling managers, requiring disciplinary proceedings and immediate reassignment to non‑operational roles until reforms are enacted.

Air India must report the outcomes of disciplinary measures within ten days, while the DGCA warns that further breaches could result in financial penalties, licence suspensions, or even revocation of operating permissions. The directive followed a post‑transition audit after the airline migrated from ARMS to the CAE flight‑and‑crew management platform, which uncovered unauthorised crew pairings and scheduling beyond permissible duty hours.

Officials identified include Choorah Singh, Divisional Vice‑President; Pinky Mittal, Chief Manager, DOPS – Crew Scheduling; and Payal Arora, Planning – Crew Scheduling. The DGCA noted that these individuals were directly responsible for the failures in licensing compliance, rest‑period requirements and recency norms—a critical safety concern.

Two long‑haul Bangalore–London flights on 16 and 17 May exceeded the 10‑hour flight‑duty time limit under a special dispensation, prompting a separate show‑cause notice to the airline’s accountable manager.

This regulatory action follows last week’s Boeing 787 crash shortly after take‑off from Ahmedabad, which claimed 270 lives. Though the crew‑rostering order is not directly linked to the crash, it adds to the broader investigation and safety scrutiny surrounding Air India operations.

The DGCA’s move underscores systemic lapses in Air India’s crew‑management framework. The regulator expressed “serious and repeated” concerns, despite self‑disclosure by the airline, highlighting deficiencies in internal oversight and compliance controls. Air India has been instructed to implement corrective reforms to align with Civil Aviation Requirements, specifically those governing flight‑duty time‑limitations intended to mitigate fatigue.

These revisions are timely: new pilot duty‑and‑rest hour regulations will take effect from 1 July, increasing minimum weekly rest from 36 to 48 hours and capping night‑operation landings at two. The DGCA’s enforcement thus dovetails with wider efforts to bolster systemic safety in the aftermath of the Ahmedabad tragedy.

Regulatory experts observe that such administrative and disciplinary responses are not anomalies. In May, the DGCA issued warnings regarding overdue maintenance checks on three Airbus aircraft, including emergency‑equipment inspections. Earlier in the year, Air India received fines totalling ₹30 lakh for pilot recency violations.

Commenting on the broader safety landscape, former regulators note that consistent oversight is crucial in preventing fatigue‑related lapses and mechanical oversights. A sustained regulatory push is under way to restore confidence in Air India’s operational reliability.

Air India has yet to publicly respond to the DGCA directive. In previous instances, the airline has emphasised cooperation and accelerated internal reforms. As it enters the 10‑day deadline, the aviation community will closely monitor how the airline reshapes its rostering protocols and whether these measures signal a lasting shift in safety governance.

The University of Dubai and the Artificial Intelligence Journalism for Research and Forecasting have unveiled the Arab AI Researchers initiative, marking the first pan‑Arab programme dedicated to training academics in artificial intelligence for research and teaching. The launch aligns with efforts to implement the Arab Index for Artificial Intelligence in Universities, announced in May 2024, and formalised at the 5th Artificial Intelligence Journalism World Forum in Sharjah earlier this year.

President of the University of Dubai, Dr Eesa Al Bastaki, explained that AAIR responds to a growing call for universities in Arab states to embed AI into scholarly work and curricula. He noted that the programme reflects the aim of the AIU, which benchmarks integration across six domains: curriculum design, faculty capabilities, smart laboratory infrastructure, student proficiency, research output, and global partnerships.

Dr Saeed Al Dhaheri, Director of the Centre for Futures Studies and President of the AIU, emphasised the initiative’s breadth. “AAIR offers specialised training to integrate AI across all academic tiers,” he said, underscoring the programme’s ambition to reach a wide academic audience across the Arab world. That ambition gains momentum in tandem with AIJRF’s global training portfolio of more than 120 courses and over 20 active AI initiatives, which includes the annual AIJWF and the GAIJI index.

Under the leadership of AIJRF’s CEO Dr Mohamed Abdulzaher, AAIR will offer a free, accredited training programme conducted thrice yearly. Each session will involve four days of intensive instruction—totalising 15 practical hours—for approximately 150 participants. Graduates, upon submission of a project, will receive certification jointly from AIJRF, the University of Dubai and cooperating institutions. Dr Abdulzaher emphasised the programme’s dual focus: practical AI tool use in research and instruction that covers emerging pedagogical approaches such as smart classrooms, automated assignments and AI‑generated project frameworks, underpinned by ethical guidelines.

Experts highlight the significance of AAIR against a backdrop of evolving demand for localised AI capacity in the region’s higher education sector. Gulf News records that the Arab Index for AIU initially pioneered this area by evaluating Arab universities on their strategic integration of AI into humanities and theoretical sciences, spanning institutions from Morocco to Qatar. This quantitative benchmarking now finds practical implementation through AAIR.

The initiative affords multiple strategic gains. It aims to develop an Arab‑centred community of practice in AI, offer Arabic‑language curricular resources, and foster collaborations among universities, research centres and technology providers. Policy experts suggest that by nurturing such ecosystems, the region can more accurately reflect its socio‑cultural context in AI tools and methodologies.

AAIR also responds to economic and educational drivers. UAE government-backed surveys estimate the Arab educational sector will expand rapidly alongside digital acceleration, yet critical gaps remain in Arabic‑language AI content and smart infrastructure. By empowering faculty and students alike, AAIR seeks to deepen the region’s AI talent pool and sustainability.

Formative metrics indicate uptake: AIJRF announced an AAIR target of training 500 academics during the first phase, with enrollment details shared via LinkedIn and public briefings. Dr Abdulzaher credits the partnership between University of Dubai, AIJRF, and other institutional collaborators for enabling broad access to the programme.

Still, the initiative faces challenges inherent to regional adoption. Previous AI integration efforts highlight logistical barriers—such as uneven access to AI‑equipped labs, variable levels of faculty digital literacy, and limited Arabic AI datasets. AAIR’s focus on standardisation and community‑based learning aims to alleviate such bottlenecks.

Industry observers are tracking AAIR’s impact on research and higher education closely. Stakeholders expect ripple effects, including: greater academic publication in AI‑focused journals; the emergence of Arab‑context AI pedagogies; enhanced employability of STEM graduates with real‑world AI experience; and institutional impetus to invest in smart infrastructure.

The AAIR launch also complements AIJWF’s wider initiatives, including the Human Talents vs Gen‑AI Challenge introduced at the 5th edition in April at American University of Sharjah. Collectively, these initiatives contribute to a regional strategy to navigate the Fourth and Fifth Industrial Revolutions, with emphasis on generative AI and its socio‑economic consequences.

The Saudi Central Bank has introduced sweeping reforms in the rules governing credit-card issuance and operation, aiming to reduce consumer costs, bolster transparency and align with global standards. The changes include mandatory fee notifications, reduced cash withdrawal charges, capped international transaction fees and improved disclosures.

SAMA will implement these updates within 30 to 90 days. Key changes include a requirement for issuers to send SMS alerts before any fee or term modification, allowing cardholders a 14-day window to cancel agreements without penalty under the updated terms. E-wallet top-ups using credit cards will now incur no charges, a move intended to incentivise digital payments.

Cash withdrawals of SR2,500 or less will carry a maximum fee of 3% of the transaction value; those of SR2,500 or more are capped at SR75. Previously, cash advance fees applied sharply until SR5,000 with a flat SR75, and beyond that 3%, up to SR300—making the new cap notably more favourable for larger withdrawals. International purchases will now attract a clear 2% fee of the transaction amount.

A notable enhancement allows customers to deposit amounts beyond their credit limit and withdraw them at any point without additional charges, enhancing flexibility and consumer agency. Account statements must now be issued via SMS at least 25 days before payment, detailing balances, due dates and fees. Immediate notifications must follow any credit-card transaction, including details such as merchant, amount and remaining limit. Issuers are also required to provide pre‑transaction tools for estimating international charges and reward benefits.

Repayment provisions maintain consumer safeguards: a 25-day minimum grace period is mandated before term costs apply. The rules prohibit levying additional fees for full balance payments and outlining clear terms for minimum payments and their implications.

These reforms are underpinned by standardised disclosure templates for fees and benefits, inclusive of promotional terms—a step towards consistency across the market. Issuers must emphasise APR, term costs and expiration timelines for rewards or promotions, with SMS reminders 14 days in advance.

SAMA’s emphasis on mandatory due diligence and creditworthiness checks prior to card issuance is reinforced under the new framework. Criteria now include explicit customer consent via authenticated channels, formal credit record assessments and eligibility conditions aligned with industry best practices.

Procedures for supplementary cards, default reporting and dispute resolution have also been clarified. For example, the minimum repayment remains 5% of the due balance, and any default procedures must include consumer advisory services before legal or collection measures begin.

SMS has been designated the primary channel for disclosures, with issuers obliged to inform customers of account activity, fee changes and promotional developments. Financial institutions must adhere to SAMA‑specified notification templates to promote uniformity and clarity.

According to a senior official within SAMA, the goal is to “establish minimum requirements to promote disclosure, transparency and fair practices, as well as to limit credit risk.” Industry reaction has been generally positive. Analysts from regional banks suggest the rules will “enhance consumer protection while supporting digital payment growth.” Critics, however, note potential implementation challenges—particularly in updating existing systems to align with stricter notification and compliance requirements.

The timing reflects SAMA’s broader strategy to modernise the financial sector and accelerate digital payments as part of Saudi Vision 2030. A 2020 directive mandated real‑time notifications for debit card and e-wallet transactions, laying foundational infrastructure for today’s enhanced SMS regime. Collaboration with global payment networks—such as Visa, MasterCard and American Express—has helped shape caps on international and cash advance fees.

Banks and fintech firms are now preparing compliance roadmaps. One major lender has initiated system-wide updates to include the new SMS templates, fee calculators and balance‑flexibility features. Industry trade bodies are urging transparency in implementation timelines to ensure consumers are well informed ahead of the rollout.

As SAMA positions Saudi Arabia’s credit‑card framework at par with international best practice, key areas to monitor include transparency in third‑party charges, enforcement mechanisms for non-compliant issuers, and feedback from consumer‑protection advocates.

Coinbase has received authorisation under the EU’s Markets in Crypto‑Assets regulation through Luxembourg, designating the country as its primary European hub and shifting focus away from Ireland. The approval — the first of its kind for a major U.S. exchange — grants Coinbase a passport to operate across all 27 EU member states.

Luxembourg’s growing financial stature and regulatory strength made it a logical choice, according to Coinbase, which already employs around 200 staff across Europe. The exchange plans to expand its Luxembourg team by at least 20 personnel by year-end. Luxembourg’s regulator declined to comment, but insiders say the jurisdiction sets a “high‑bar” for entry — a stance that counters concerns from other nations about lax standards in smaller markets.

This move underscores a broader shift in the EU crypto ecosystem. Gemini, founded by Tyler and Cameron Winklevoss, is expected to be granted its MiCA licence by Malta, following earlier approvals of OKX and Crypto.com. These licensing decisions highlight the increasing competition among EU member states to attract digital‑asset firms.

Meanwhile, Ireland — previously heralded as Coinbase’s launchpad with an e‑money licence and Virtual Asset Service Provider registration — has lost momentum. Its central bank governor previously warned that crypto often operates like a Ponzi scheme, reflecting a cooler official attitude toward the industry.

MiCA’s passport system allows a single licence to provide regulatory cover throughout the bloc, but some EU financial watchdogs are raising concerns. They argue that rapid approvals in smaller jurisdictions like Malta or Luxembourg could lead to uneven regulatory enforcement, undermining the very protections the framework aims to provide. The European Securities and Markets Authority is reportedly monitoring these developments amid internal discussions about its oversight role.

Luxembourg’s emerging appeal as a crypto gateway appears rooted in its established reputation as a financial centre with robust supervision. In contrast, Ireland’s more sceptical posture may have made it less attractive for firms seeking clearly defined regulatory environments under the new rules.

Market analysts say these MiCA approvals could significantly increase institutional confidence in European digital‑asset markets, offering a model for compliance and consumer protection. However, they warn that inconsistent national implementation could result in “regulatory arbitrage,” where firms exploit jurisdictional loopholes.

The global crypto market, valued at around US $3.3 trillion, is still navigating the fallout from major collapses like FTX in 2022. MiCA marks a pivotal shift toward formal oversight in the EU, aiming to safeguard investors while fostering innovation. The licensing of high‑profile U.S. exchanges such as Coinbase and Gemini represents a critical test of whether this new continental regime can deliver both growth and stability.

Google’s array of AI‑powered services—Search, Ads, Play, Maps, YouTube and Gemini—delivered a Dhs21.8 billion uplift to the UAE’s economy in 2024, fueling digital transformation, consumer value and job creation.

Search and Ads alone generated Dhs20.2 billion by enabling thousands of local companies to reach new customers and expand operations. Gemini, Google’s AI assistant, has seen 63 per cent of UAE adults using it, with nine in ten users reporting gains in productivity and 71 per cent praising its Arabic‑language ease of use. Other tools, including Maps, Waze and mobile wallets, further enhanced daily routines.

The Google Maharat Min Google skilling initiative has equipped more than 430,000 people in the UAE with digital and AI competencies since 2018. Meanwhile, the Android and Google Play ecosystem supported around 30,000 jobs and generated approximately Dhs455 million in revenue for UAE‑based app developers in 2024.

Survey data from March 2025, with responses from over 1,100 consumers and nearly 400 business leaders, indicates that Google’s services offer an estimated average monthly benefit of Dhs683 per user. Half of adults describe Search as essential to their routine, 89 per cent rely on Maps or Waze for navigation, and 90 per cent use mobile payment platforms like GPay or GWallet to streamline transactions.

Adoption of AI tools among UAE businesses is nearing ubiquity, with 91 per cent reporting use of at least one AI product in workflows, while 97 per cent of public‑sector respondents confirm boosted productivity from Google’s AI solutions. Consumer engagement is likewise robust: 94 per cent use Search monthly to compare prices, 86 per cent check reviews before visiting venues, 80 per cent use mapping apps to locate businesses, and 73 per cent of 18–24‑year‑olds browse or shop via Search weekly.

Google’s platforms have also strengthened the creative and developer landscape: over 600 UAE‑based YouTube channels surpassed one million subscribers—a 15 per cent annual rise—and the Google News Initiative has trained more than 20,000 journalists and journalism students across the MENA region, including the UAE.

Anthony Nakache, Google’s Managing Director for the Middle East and North Africa, emphasised that the firm’s “investment in accelerating the country’s ambitious journey towards a diversified, AI‑powered economy” is reflected in the findings. He highlighted how local partnerships, AI‑driven tools and continuous skilling programmes contribute to “substantial economic value” and empower individuals, enterprises and communities within the UAE.

Public First’s Economic Impact Report, published mid‑June, is based on econometric modelling, consumer and business polling, case studies and secondary data. Survey responses were weighted to reflect the UAE’s national demographics.

Tata Consultancy Services confirmed its systems and user infrastructure remain uncompromised following the cyberattack that struck the retailer Marks & Spencer. At its annual shareholder meeting on 19 June, independent director Keki Mistry emphasised, “As no TCS systems or users were compromised, none of our other customers are impacted,” noting the ongoing M&S investigation does not extend to TCS systems.

M&S, which disclosed the cyber incident in April, continues to navigate significant disruption. The attack, attributed to the “highly sophisticated and targeted” Scattered Spider hacking group, reportedly utilised stolen help‑desk credentials from a TCS contractor. This led to the theft of personal data and forced the retailer to suspend online clothing sales for weeks—their online operations remain impaired, with recovery expected to extend into July.

Financial impact estimates remain stark. M&S anticipates a £300 million loss in operating profit, with weekly losses highlighted at approximately £40 million spanning clothing and food services. The retailer has drawn on its robust financial footing—boasting over £400 million in net funds before the incident—to support recovery measures. Insurance claims and cost containment strategies aim to offset roughly half of the losses.

The attack’s disruption extended to in‑store services, including payment systems and “meal‑deal” availability at stations, where stocks dwindled and meal‑deal offers were suspended. M&S CEO Stuart Machin described the incident as triggered by human error, stating that attackers duped a contractor’s help‑desk staff via social engineering tactics. Although M&S has not disclosed ransom payment details, hackers reportedly issued a ransom demand to Machin directly, claiming ransomware deployment across the retailer’s servers.

TCS had been internally probing whether its systems served as the breach gateway, an inquiry reportedly scheduled for completion by the end of May. With Mistry’s public assurance, TCS now distances itself from fault, while confirming its services to other clients—including the UK Co‑op—remained unaffected.

Beyond TCS, UK retailers Co‑op and Harrods have suffered similar breaches in recent weeks, prompting government authorities to call cybercrime “serious organised crime” and urge businesses to elevate cybersecurity priorities. The National Cyber Security Centre is rolling out new software security guidance for the sector.

M&S leadership has kick‑started accelerated IT modernisation, fast‑tracking system upgrades they had planned over two years into the next six months to strengthen defences. CEO Machin reaffirmed the retailer’s resilience, underlining transparency in communication and ongoing support to customers during the disruption.

While TCS’s reassurance quells immediate concerns among its client base, reputational challenges linger. Cybersecurity analysts warn that such high‑profile breaches erode trust in outsourcing vendors. Mumbai‑based brokerage Nirmal Bang commented that linkage to the attack would be “quite embarrassing” for TCS.

TCS’s absence of any formal probe initiation by regulators signals regulatory leniency. However, this episode spotlights the vulnerabilities inherent in third‑party access chains. As M&S works to restore its online footprint and TCS reaffirms its integrity, both firms face ongoing scrutiny over their cybersecurity governance.