DP World has signed an agreement with Kenya-based GulfCap Africa to develop the Mombasa Industrial Park, a planned 222-hectare Special Economic Zone (SEZ) aimed at boosting manufacturing, trade and foreign investment in Kenya.

The agreement, signed in the presence of His Excellency Dr William Samoei Ruto, President of the Republic of Kenya, builds on the partnership announced by DP World and GulfCap Africa in early August and advances the logistics group’s expansion plans in East Africa.

The first phase of the development will cover 40 hectares, with the wider project designed to attract foreign direct investment, expand Kenya’s manufacturing base and strengthen trade links with regional and international markets.

More than 60 local and international companies have already expressed interest in establishing operations within the SEZ. Once completed, the development is expected to create more than 20,000 direct and indirect jobs.

The industrial park is also intended to support Kenyan suppliers and small and medium-sized enterprises (SMEs), helping integrate local businesses into regional and global supply chains. Companies operating in the zone will benefit from Kenya’s access to the African Continental Free Trade Area (AfCFTA), its Economic Partnership Agreement with the European Union and the Comprehensive Economic Partnership Agreement (CEPA) with the UAE.

Speaking at the signing ceremony, President William Ruto said: “Today we are taking an important step towards Kenya’s future economy. The tripartite agreement between DP World, Country Government of Mombasa and GulfCap demonstrates what is possible when government creates the right environment for business.

“Government will support this industrial ambition with the infrastructure required to make it competitive. Our objective is to lower the cost of production so that goods made in Kenya can compete successfully in the region and the global market.”

Essa Kazim, group chairman of DP World, said: “Kenya is a market of strategic importance to DP World and this agreement reflects our confidence in its long-term growth. Our investment in the Mombasa Industrial Park is about creating the infrastructure that enables trade, attracts new industries and connects Kenyan businesses more efficiently with markets across Africa and the world.

“Together with GulfCap Africa, we are moving from ambition to delivery. The opportunity is not simply to build an industrial park, but to create a platform for investment, manufacturing and trade that can generate lasting economic value for Kenya and the wider region.”

Mohammed Akoojee, CEO and managing director, Africa at DP World, said the agreement marks a key milestone in the company’s long-term commitment to Kenya.

“By bringing industrial capacity and logistics infrastructure closer together, we can help businesses access markets more efficiently while creating a platform to attract new investment and manufacturing to the country. Our focus is on moving the development forward and building an ecosystem that supports businesses in Kenya while strengthening Mombasa’s role as a trade gateway,” he said.

Suleiman Shahbal, founder of GulfCap Africa, said the project would create a modern industrial ecosystem combining infrastructure, logistics and investment to support business growth.

“The multiplier effect of the project is expected to lead to the creation of over 20,000 jobs directly and indirectly, positively impacting the livelihoods of thousands of Kenyans. So far, over 60 local and international companies have expressed interest in taking up space in the SEZ,” he said.

Saudi Arabia’s Vision 2030 is ambitious: diversify the economy, build new industries, drive technological advancement. Getting there means one thing: a growing pool of specialised talent, deployed strategically, with Saudisation targets met.

But here’s the challenge. It’s not just about headcount. It’s finding the right skills at the right time, as new industries and technologies rapidly reshape the roles companies need to fill.

That’s where artificial intelligence (AI) comes in, not to replace HR, but to transform how it works. AI isn’t simply automating forms and approvals. It’s shifting HR’s focus from administration to strategy, workforce planning, skills development, and organisational design.

“AI is moving HR from a service and process function towards an orchestrator of work, skills and workforce decisions,” explains Gautam Motwani, partner – HR Strategy & Technology at Deloitte Middle East. “While today’s gains are mostly in productivity and efficiency, administration, employee queries, recruitment support and faster transactions, the longer-term gains are often seen in building flatter, leaner, cross-functional and horizontally integrated organisations.”

For Saudi Arabia specifically, this shift carries real weight. The kingdom’s biggest projects need significant volumes of skilled talent. Companies simultaneously must meet nationalisation targets, which means developing Saudi talent at speed while maintaining competitive capability.

“The question is not only about the quantity of Saudi talent, but also: which skills do we need to build in Saudi talent, by when, and how do we accelerate that journey?” Motwani asks.

This is where AI’s potential becomes clear. AI can broaden that approach by helping organisations understand the capabilities they already have and the skills they will need in the future. It maps current capabilities across an organisation, forecasts future skill needs based on strategic direction, and matches people to opportunities based on skills rather than title or degree.

But mapping and matching are just the beginning. AI can also identify which employees are candidates for reskilling — people whose current roles may not align with where the business is heading, but whose underlying capabilities could translate to critical future needs. Where specialised talent is in demand, developing existing employees can complement external recruitment and help companies address emerging skills requirements.

Motwani connects this directly to Saudi Arabia’s initiatives. “AI can be a significant enabler in building our national workforce’s capability to be future-ready,” he notes. “Deloitte links this shift to national programmes such as Saudi Arabia’s Human Capability Development Program and to Deloitte’s own Kiyadat initiative.”

Both initiatives place an emphasis on developing human capabilities and preparing talent for changing workforce requirements.

The skills problem isn’t really about numbers

With giga-projects and new industries competing fiercely for talent, HR leaders often frame the challenge in terms of availability: we can’t find enough people. But the real constraint, according to Motwani, is more subtle.

“The biggest shortage is not necessarily people; it is specialised capability,” he says. “Because those capabilities are changing so quickly, recruitment alone will never solve the problem.”

This matters because it reframes the entire HR strategy. If the constraint is specialised capability rather than simply headcount, recruitment alone may not be enough. Skills mapping, capability building, reskilling and internal talent mobility become increasingly important.

“AI helps by predicting future skills demand, building a skills inventory, spotting reskilling candidates and dynamically matching people to work,” Motwani explains.

In practical terms, that means an organisation can use AI to look at its current workforce, understand what capabilities exist today, forecast future requirements based on its strategic priorities, and identify which current employees could be developed into those roles. It’s capability planning rather than just recruitment.

For Saudisation specifically, this could change how companies approach workforce planning. Instead of asking “how many Saudis do we need to hire,” companies can ask “which Saudi talent currently in our organisation can we develop into strategic roles, and how quickly can we do that?”

The bias and accountability question

As AI becomes more embedded in hiring decisions, performance management and workforce planning, a critical question emerges: how do organisations prevent bias and ensure decisions remain fair?

AI systems trained on historical data can reproduce or amplify biases contained in that data. A system trained on historically biased recruitment or promotion decisions, for example, could reproduce some of those patterns unless appropriate safeguards, testing and oversight are put in place.

But Motwani argues the solution isn’t to ban AI from workforce decisions. It’s to use AI with explicit guardrails.

“AI can inform a business decision, but accountability for consequential decisions cannot be ignored,” he says. Deloitte’s approach centres on what it calls the Trustworthy AI framework, built to ensure AI systems are “fair and impartial, transparent and explainable, respectful of privacy, safe and secure, robust and reliable, and responsible and accountable.”

The key principle: “The objective should not be to remove humans from the loop. In high-impact workforce decisions, it should be AI-supported human judgement, with transparency, testing and clear accountability.”

For Saudisation specifically, this could change how companies approach workforce planning. Instead of asking “how many Saudis do we need to hire,” companies can ask “which Saudi talent currently in our organisation can we develop into strategic roles, and how quickly can we do that?”

Data privacy: The infrastructure question

But there’s a layer most companies aren’t thinking about: HR holds some of the most sensitive data in the organisation. When you’re adding AI to the mix, that becomes a real problem. Employee data includes compensation, performance history, health information, family status, and increasingly, information about how people work and interact. Before companies start rolling out AI systems with access to that data, they need to think hard about what they’re actually enabling.

“HR holds some of the most sensitive information in an organisation,” Motwani says. “AI access should follow a need-to-know principle, not an ‘AI can access everything’ principle.”

This isn’t just about security, though that matters. Saudi Arabia’s Personal Data Protection Law (PDPL) regulates the processing of personal data and includes requirements covering areas such as cross-border data transfers, retention and individuals’ rights in relation to their personal data.

“Data governance must come before scale,” Motwani says. “It must be built to align with applicable personal data protection laws and regulations, such as Saudi Arabia’s Personal Data Protection Law (PDPL), covering lawful processing, cross-border transfer requirements, data retention and individuals’ rights in relation to their personal data.”

Companies that scale AI without appropriate data governance could expose themselves to greater privacy, compliance and regulatory risks. Establishing governance early can provide a stronger foundation for responsible AI adoption.

The future HR function

Over the next three to five years, Motwani expects the HR function to undergo significant change.

“The future HR function will probably have fewer people administering HR and many more people shaping work, skills, leadership and the human-AI relationship,” Motwani predicts. “Expect a fundamental redesign of HR, not incremental automation; agentic AI is increasingly capable of executing complete workflows end-to-end.”

If that transformation unfolds as Motwani expects, HR teams could devote fewer resources to routine administration and transactions while placing greater emphasis on strategy, capability building, organisational design and managing AI-integrated work.

It also means HR leaders themselves may need to evolve. Process management could increasingly give way to workforce strategy, while recruitment expertise will need to be complemented by a greater focus on reskilling, capability development and managing how people and AI work together.

But Motwani sees HR leaders not just as subjects of transformation, but as drivers of it.

“It’s important to highlight that HR also has a role in helping transform the wider organisation for AI, not just being transformed by it. We expect HR leaders will drive this transformation from the front.”

In other words, HR isn’t just adapting to AI. It could play a central role in helping the wider organisation adapt, from managing change and developing new skills to determining how people and AI work together.

For Saudi Arabia, where economic diversification and workforce development are progressing in parallel, that could make HR an increasingly important part of delivering the kingdom’s broader transformation ambitions.

Wizz Air has announced its return to the Middle East, unveiling plans to operate 12 routes and 49 weekly flights across Dubai, Abu Dhabi, Jeddah and Amman as the ultra-low-cost carrier rebuilds its regional presence following the closure of Wizz Air Abu Dhabi last year.

The airline revealed the expansion in a post on its official Instagram account, stating: “Dubai, Abu Dhabi, Jeddah and Amman are coming back with 12 routes and 49 weekly flights. Book them now!”

For the UAE market, Wizz Air is returning to both Dubai and Abu Dhabi through its European operating airlines rather than reviving the former Wizz Air Abu Dhabi joint venture. The carrier’s booking platform shows flights from Dubai and Abu Dhabi beginning on October 25, with fares starting from Dhs289 on selected services. Flights are scheduled to operate daily on several routes, with prices rising closer to the peak winter travel season.

The airline’s website also shows a growing network from the UAE. From Abu Dhabi, travellers can book flights to destinations including Budapest, Krakow, Katowice, Larnaca, Bucharest, Sofia and Cluj-Napoca, while Dubai will also reconnect with several Central and Eastern European cities as part of the relaunch.

The announcement marks Wizz Air’s return to the UAE almost a year after it ceased operations of Wizz Air Abu Dhabi on September 1, 2025. At the time, the airline cited geopolitical instability, repeated airspace disruptions, regulatory constraints, supply chain pressures and engine reliability challenges affecting operations in the Gulf as reasons for exiting the Abu Dhabi joint venture.

Dubai Holding has awarded its largest-ever construction contract, signing a Dhs5bn agreement with China State Construction Engineering Corporation Middle East (CSCEC ME) to build its new headquarters and the Jumeirah Residences Emirates Towers development.

HH Sheikh Ahmed bin Saeed Al Maktoum, Chairman of Dubai Holding, witnessed the signing ceremony, which was also attended by His Excellency Mohamed bin Hadi Al Hussaini, Minister of State for Financial Affairs, Her Excellency Ou Boqian, Consul General of the People’s Republic of China in Dubai and the Northern Emirates, Amit Kaushal, group CEO of Dubai Holding, Tian Sanchuan, chairman of CSCEC ME, and senior representatives from both organisations.

The Dhs5bn contract is the largest construction award made by Dubai Holding to date, reflecting the group’s continued investment in projects supporting Dubai’s long-term economic growth.

Scheduled to open in 2029, Dubai Holding’s new headquarters will consolidate the group’s businesses into a single workplace designed to promote collaboration, sustainability and employee wellbeing. The project will also include Jumeirah Residences Emirates Towers, comprising 754 branded residences across two towers in one of Dubai’s prime commercial districts. The residential development is expected to be completed in 2030.

Sheikh Ahmed bin Saeed Al Maktoum said: “Dubai’s success has been built on a clear vision for the future, the confidence to invest with purpose and the discipline to turn ambition into progress. We continue to build from a position of strength, committing capital to assets that support economic growth and create value for our people, communities and future generations.

“For more than two decades, Dubai Holding has been an important contributor to the emirate’s transformation, enabling economic activity equivalent to 30 per cent of Dubai’s GDP. This investment reflects the same long-term ambition: to keep setting new standards for what a global city can achieve, and to strengthen Dubai as a global hub for business, investment and talent.”

The headquarters has been designed by Skidmore, Owings & Merrill (SOM), the architectural firm behind several of the world’s landmark buildings. Featuring a distinctive circular design, the building will be centred around an open-air atrium and landscaped courtyard, with expansive terraces intended to encourage collaboration.

Dubai Holding said the headquarters has been designed with sustainability, technology and employee wellbeing at its core, with ambitions to meet leading international sustainability and workplace wellbeing standards while supporting a lower-carbon future.

Amit Kaushal, group CEO of Dubai Holding, said: “This commitment reflects the scale at which Dubai Holding continues to invest for the future. We have a clear strategy for growth and a disciplined approach to capital deployment, focused on strengthening our portfolio, advancing high-quality assets and creating sustainable long-term value for the Group and the city.

“Our new headquarters marks the next phase in our evolution. Built to world-class design principles, it sets a new benchmark for prime office space in Dubai and is designed for the people who will shape our future, today and in the years to come. Jumeirah Residences Emirates Towers carries the same ambition in another form, adding a residential landmark to one of Dubai’s most prominent districts and adding further strength to our real estate portfolio.”

CSCEC ME will also construct Jumeirah Residences Emirates Towers, a flagship Meraas development designed by SCDA Architects. The branded residences will combine contemporary architecture with Jumeirah’s hospitality offering and feature a range of lifestyle, wellness and leisure amenities, alongside direct connectivity to Dubai’s key business and cultural destinations.

Tian Sanchuan, chairman of CSCEC ME, said: “We are honoured to have been awarded these landmark projects by Dubai Holding, reflecting the mutual trust and confidence between our two organisations.

“These landmark developments reflect the resilience and strength of Dubai’s economy and reinforce our confidence in its continued growth. We remain committed to Dubai and are proud to contribute to the development of this remarkable city and its ambitious future.”

Operating in the UAE since 2003, CSCEC ME has delivered more than 110 large-scale residential, commercial, hospitality and infrastructure projects across the Gulf region.

Core telecom revenue growth in the GCC has flatlined to a modest 1–3 per cent annually. So what do you do when your traditional business grows at a fraction of the pace of the economy around it? You stop being a telco. You become something else entirely.

When Salam walked into LEAP 2026, we came to sign deals. The partnership frenzy at LEAP didn’t happen in a vacuum. MENA enterprise digital transformation spending is projected to consume 9.8 per cent of revenues through 2030. In the GCC specifically, that figure edges even higher, 9.9 per cent. Nearly a tenth of every dollar earned by enterprises in the Gulf is being funneled into digital transformation. And 45 per cent of that spending is going directly to AI, mobile connectivity, and devices.

Already, 39 per cent of enterprises across the region are using advanced generative AI. Saudi Arabia has claimed the top spot globally for IoT adoption, with the fastest return on investment anywhere, 3.3 years compared to a MENA average of 4.7 years. The companies thriving in this environment know that no single organization can capture this transformation alone.

The SME digital enablement partnerships Salam secured at LEAP serve SMEs with virtual firewalls, cloud-native applications, dedicated internet and voice services, and holistic IT service management. These businesses need cybersecurity but can’t afford enterprise-grade solutions. They need cloud infrastructure but lack the technical teams to build it. They require always-on connectivity but won’t pay carrier-grade prices.

Salam didn’t build all these capabilities internally. We partnered with SME-focused service providers who already had the solutions. The telecom infrastructure becomes the distribution channel. The partners provide the products. The customer gets a single point of accountability.

With the techco model in action, the transformation GCC telcos have been telegraphing for years. Move beyond connectivity into cybersecurity, cloud, IoT, AI, and data centers. The strong balance sheets these companies have built are now fueling M&A activity and partnership investments that would have seemed fantastical a decade ago.

Any competitor can acquire a cybersecurity vendor or license an AI platform. But building the trust required to co-develop smart city solutions with government-linked entities, establishing deep integration across a network of specialized providers and deploying robotics systems that require coordination between telecom infrastructure, AI developers, and end customers. That takes years and requires cultural alignment, regulatory navigation, and the kind of institutional credibility that can’t be purchased.

The era of vertically integrated giants building everything in-house is giving way to horizontally connected networks of specialists, each contributing distinct capabilities to solutions that none could deliver alone.

For telcos still clinging to the old model, the message is clear: 1–3 per cent revenue growth won’t fund the future. The companies racing ahead are those treating partnerships as strategic assets. When the question shifts from “what can we sell?” to “what can we build together?” In the race for enterprise relevance, they’ve become the only currency that matters.