Artificial Intelligence (AI) is shaking up every industry, from marketing to media. But for Mazen Nahawi, founder and Group CEO of CARMA, the real question isn’t whether to use AI. It’s how to use it without losing trust.

Nahawi leads one of the region’s top media intelligence firms. For over 25 years, he’s helped brands and governments understand their reputations — and measure the real impact of communications.

On 23 April, he took the stage at the Gulf Business Business Breakfast in Dubai to deliver a keynote on how trust and reputation are changing in the age of AI. His message? Data must be trusted. Human insight still matters. And AI is only as good as the people guiding it. (You can watch his keynote below.)

In this interview, Nahawi explains why cultural nuance still trips up AI in the Middle East, which jobs will go — and which will rise — and why Gen Z’s demand for authenticity is shaping the future of PR.

In your keynote at the Gulf Business tech panel last month, you mentioned that AI struggles with cultural nuance. How serious is this issue when analysing media in a region as diverse as the Middle East?

This is a valid concern which can potentially pose challenges for organisations which are utilising, or in the process of adapting AI in business. AI models, especially those trained predominantly on Western datasets, often fail to capture the rich tapestry of languages, dialects, and cultural contexts in the Middle East. For instance, generative AI tools have exhibited biases, such as underrepresenting certain groups or misinterpreting cultural symbols.

You describe AI as the “greatest accelerator on Earth,” yet heavily flawed. Where should companies draw the line between embracing AI and relying too much on it?

While AI offers immense potential for efficiency and innovation, overreliance without proper oversight can be detrimental. A Boston Consulting Group study revealed that 74 per cent of companies struggle to achieve and scale value from AI, often due to inadequate integration and unclear objectives. It’s important to remember that AI should augment human decision-making rather than replace it, maintaining a balance that leverages AI’s strengths while preserving human judgment and ethical considerations. This ensures that human roles evolve to strategic interpreters, providing reassurance about the future of their roles.

One of your slides stated that ‘jobs will go, but value remains.’ What kinds of jobs do you think are most at risk—and which new roles do you see emerging?

Jobs involving repetitive and routine tasks, such as data entry or basic analysis, are most susceptible to automation. A survey indicated that 26 per cent of workers fear AI could lead to job losses, particularly in roles with limited complexity. However, the industry is also seeing a rise in roles that require creativity, strategic thinking, and emotional intelligence. This underscores the growing importance of these roles and the value they bring to the industry.

You noted that 82 per cent of Gen Z prefer brands using real people over AI avatars. How do you think this shapes the future of PR and advertising in the AI era?

The preference of 82 per cent of Gen Z for brands using real people over AI avatars underscores the importance of authenticity in brand communications. As AI-generated content becomes more prevalent, consumers, especially younger demographics, seek genuine human connections. This preference for authentic human narratives in marketing highlights the need for brands to focus on integrating AI to enhance, rather than replace, genuine storytelling. This reiteration of the importance of authenticity in brand communications helps the audience feel connected and engaged with the content, and further confirms the enduring significance of human connection in relation to AI.

You showed examples of AI-generated images failing to grasp basic human concepts, like a left-handed person writing. Do you think this lack of ‘human understanding’ is a temporary problem or a permanent limitation when it comes to AI?

While AI continues to improve, certain limitations persist. Studies have shown that humans struggle to distinguish between authentic and AI-generated images, with a misclassification rate of 38.7 per cent. This indicates that AI can produce convincing visuals but often lacks contextual understanding. These shortcomings suggest that while technical advancements continue, AI may always require human oversight to ensure accurate and culturally sensitive outputs.

You said that ‘authenticity still matters.’ How can organisations ensure their use of AI aligns with authentic storytelling and brand trust?

Organisations should prioritise transparency in their use of AI, clearly communicating when and how AI is utilised in content creation. Emphasising human stories and experiences remains crucial. By combining AI’s capabilities with genuine human insights, brands can maintain authenticity and foster deeper connections with their audiences.​

What role do you see human consultants and analysts playing in an age where AI can generate basic reports and trend summaries?

Human consultants and analysts will transition from data gatherers to strategic interpreters. While AI can process and summarise vast amounts of information, humans provide context, ethical considerations, and complex understanding. As highlighted in recent reports, the emergence of AI-driven consulting firms showcases the blend of AI efficiency with human expertise, emphasising the continued importance of human roles in strategic decision-making. ​

If trust is the new currency, how can businesses ensure their AI tools and data use maintain public trust—especially in reputation-sensitive industries like government, healthcare, or finance?

Maintaining public trust requires transparency, accountability, and ethical use of AI. Businesses should implement clear policies on AI usage, ensure data privacy, and involve human oversight in critical decisions. Regular audits and open communication about AI’s role in services can further bolster public confidence.

The Ministry of Human Resources and Social Development (MHRSD) in Saudi Arabia plans to introduce mandatory occupational fitness testing for employees across the government, private, and non-profit sectors, including individuals taking up new jobs in these sectors.

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According to a report by the Saudi Gazette, these tests will be conducted under specific conditions.

The ministry has published the National Regulations for Occupational Fitness Tests on the Istitlaa Public Survey platform to gather feedback from the public and stakeholders before enforcing the regulations.

Types of tests

There will be three types of tests for employees: general medical testing, specialised additional testing, and psychological testing.

These tests aim to monitor individual health and promote occupational well-being through pre-employment and periodic employee evaluations. The initiative seeks to reduce work-related accidents and diseases and improve workplace environments in Saudi Arabia.

Framework for health assessment

The regulations are designed to establish a comprehensive framework for assessing employees’ physical and psychological fitness, ensuring they can perform their duties safely and effectively.

The testing framework aligns with national standards and international best practices. It aims to reduce occupational injuries and diseases, enhance worker fitness, and ensure job performance safety.

Who the regulations apply to

The regulations apply to all employees in the public, private, and non-profit sectors. This includes:

• New hires before appointment
• Current employees under specific conditions, including:
  • After an occupational injury
  • Upon return from extended medical leave
  • When there are doubts about the employee’s ability to perform duties
  • When the job requires periodic medical examinations
  • When an employee changes roles or professions
  • If the work environment changes
  • When new equipment or machinery is introduced
  • Upon retirement, if the worker was exposed to hazardous substances such as asbestos

These regulations do not apply to medical examinations unrelated to job duties.

Pre-employment medical examinations

The regulations outline procedures for medical examinations for those in high-risk roles, standardise examination forms, and define periodic and exceptional examinations suitable for each profession. They also provide a comprehensive health database for all workers and promote compliance with local and international occupational safety standards.

Who conducts the medical examinations?

Occupational fitness assessments must be carried out by a specialized team, supervised by a certified occupational medicine specialist accredited by the Saudi Commission for Health Specialties and registered with the National Council for Occupational Safety and Health.

Employment categories after medical testing

Following the pre-employment examination, candidates will be classified as:

• Medically fit and permitted to practice the job
• Medically fit with restrictions or considerations, including time limitations
• Medically unfit, with restrictions or considerations, including time limitations

If a worker fails to meet fitness requirements in a periodic test, they will be prohibited from continuing in their current role, and management must take steps to reassign them.

Objection to test results

Employees have the right to object to test results within 30 days of notification. An independent review committee comprising specialists in occupational medicine and related fields will issue a decision within 15 days of receiving the objection.

The Royal Oman Police (ROP) has clarified via social media that fines and legal proceedings will be waived for undocumented laborers and visitors who remain in the Sultanate of Oman after their visa validity has expired.

Read-New rule for businesses in Oman: Here’s what you need to know

The Ministry of Labour (MoL) in Oman had earlier announced this exemption to help individuals whose visas or residency permits have expired to leave the country without penalties. However, this facility does not apply to those involved in any criminal activity.

According to a report in the Oman Observer, the initiative is part of broader efforts to streamline the labor market in Oman.

Expiration of residency permits

The MoL stated that this facility is intended for illegal workers whose residency permits have expired and who wish to leave the country. These individuals can apply through the ministry’s website by following the outlined steps. They will receive a notification from the ministry within about a week. To complete their exit, they simply need to present a valid airline ticket to their home country.

Speaking to the Observer, an ROP official confirmed that undocumented immigrants may leave Oman freely if they have not committed any criminal offenses, and provided their departure complies with the Ministry of Labour’s stated conditions.

“The Royal Oman Police (ROP) has followed with interest the reports circulating about exemption from fines and financial obligations imposed on individuals and employers. It clarifies that the exemption includes the specific cases referred to in the Ministry of Labour’s announcement regarding correcting conditions and settling fines and financial obligations imposed on individuals and employers,” the official said.

Categories of exemption

There are two primary categories eligible for this exemption:

Expats wishing to regularise their status by renewing their residency or transferring their employment within Oman. These individuals will be exempt from fines related to expired visas and residence cards, after the Ministry of Labour confirms their status has been corrected.

Individuals wishing to leave Oman permanently will be exempt from all fines related to expired visas not linked to employment.

The ROP has confirmed that all necessary technical systems have been put in place to facilitate these transactions. It urges all eligible individuals to take advantage of this grace period, which runs until Thursday, July 31, 2025.

Aviation company dnata said on Tuesday it will deploy 800 new ground support equipment (GSE) units across 10 countries in 2025, as part of a $110m rollout aimed at boosting operational efficiency and reducing emissions.

The equipment will be introduced under long-term framework agreements signed in 2024 with leading manufacturers, valued at $210m, to secure a consistent supply of advanced, lower-emission GSE.

The new units will primarily be deployed in the UAE, Brazil, Italy, the US and Singapore, reflecting dnata’s growing operations in these markets.

“Our continued significant investment in our modern fleet reflects both the scale of our expansion and our ambition to lead the industry in operational excellence and sustainability,” said Clive Sauvé-Hopkins, CEO – dnata Airport Operations.

“We are accelerating the adoption of zero-, and low-emission technology wherever the infrastructure supports it – and where it is still developing, we proactively work with our partners to implement the most practical and forward-looking solutions,” he added.

dnata fleet is transitioning to cleaner energy sources

dnata’s global fleet strategy focuses on transitioning away from diesel engines in favour of electric, hybrid, or hydrogen-powered alternatives, depending on local infrastructure and operational conditions.

More than 40 per cent of dnata’s GSE fleet is already electric in key markets including Italy, Switzerland, the Netherlands and the UK.

The company is also working with biofuel suppliers to further reduce its carbon footprint. In Dubai, dnata has transitioned its entire non-electric fleet to biodiesel, contributing to emission reductions at one of the world’s largest transport and logistics hubs.

Operational efficiency remains a core priority, with dnata deploying Vehicle Tracking Management systems to monitor fuel consumption across its fleet. It also carries out logistics mapping to minimise airside travel distances and optimises shift schedules and parking slots to reduce idle fuel burn.

Sauvé-Hopkins added, “We take a long-term, data-driven approach and adapt to the realities on the ground. This is how we deliver strong performance, while reducing our carbon footprint for the benefit of our customers, people and communities.”

In 1985, a modest cluster of 19 companies set up shop near Jebel Ali Port — part of a bold new vision to turn Dubai into a global logistics and trade hub. Today, that vision is embodied by the Jebel Ali Free Zone (Jafza), which celebrates its 40th anniversary as one of the world’s most successful economic zones.

Home to over 11,000 businesses, Jafza is now a vital pillar of Dubai’s non-oil economy and a cornerstone of DP World’s integrated trade model.

Jafza’s status as a global leader in free zone development was reaffirmed in 2024 when it was named the top global free zone by Financial Times‘ fDi Intelligence, as well as the top zone in the industrial and sustainability categories.

Jafza is also committed to achieving carbon neutrality by 2040 and net-zero emissions by 2050, aligning with the UAE’s Net Zero 2050 strategy. As part of this commitment, the free zone is now fully powered by renewable energy through International Renewable Energy Certificates (I-RECs) sourced from the Dubai Electricity and Water Authority. Jafza is also home to the Middle East’s largest distributed solar rooftop project, with 158,000 panels installed across various buildings, including warehouses and car park canopies. In recognition of its sustainability efforts, Jafza has received the Science Based Targets initiative (SBTi) verification, considered the gold standard for setting sustainability targets. By 2026, Jafza aims to divert over 80 per cent of its waste from landfills, further supporting the UAE’s transition to a circular economy.

In this conversation with Gulf Business, Abdulla Bin Damithan, CEO and MD of DP World GCC, shares how the free zone has evolved to stay ahead of global trade shifts, embraced digital transformation, supported national talent, and become a blueprint for future-ready free zones worldwide.

Here are excerpts of the conversation

Jafza is celebrating a significant milestone — 40 years of operations. From its inception as a regional trade zone to becoming a global model, what stands out to you about this journey?

Jafza’s journey began in 1985, following a decree in 1980 by the late Sheikh Rashid bin Saeed Al Maktoum, At that time, we had Jebel Ali Port and needed to establish a cargo base. We started with just 19 companies. Over the years, we’ve navigated various economic phases, especially in this dynamic region.

Today, we’re proud to host over 11,000 companies, including more than 100 Fortune 500 firms. Jafza now serves not just Dubai or the UAE, but the broader region, and has become a model for other economic zones globally.

How has Jafza utilised Dubai’s growing prominence and infrastructure to attract investment and build a competitive edge?

Over the past 40 years, we’ve accumulated extensive experience and adapted continuously to global shifts. Our strength lies in integration: Jebel Ali Port, Jafza free zone, and, in the future, Al Maktoum International Airport — all working in tandem. This kind of connectivity — by sea, land, and air — is unparalleled globally.

We’re also future-ready: the Etihad Rail project will extend into Jafza, further enhancing connectivity. Our global network enables us to manage the entire supply chain — from factory floor to customer door.

We don’t just offer land — we offer partnerships, understanding our clients’ businesses, and providing tailored solutions. This approach helps our clients create value and access new markets.

Jafza is seen as a benchmark for other economic zones. What best practices or features do others aim to emulate?

We facilitate over Dhs620bn worth of trade annually. Our success is rooted in continuous innovation — be it digital transformation, AI adoption, or automation. Today, customers can complete all services online without visiting an office, thanks to platforms like Dubai Trade.

Our port is now fully automated, and most of our operations are digitised. These efforts reduce costs, save time, and simplify business, making us a model for modern, tech-driven free zones.

How does Jafza contribute to Dubai’s D33 vision, particularly in terms of FDI and non-oil trade diversification?

What we did 40 years ago won’t carry us into the next 40. We’re now focused on attracting advanced manufacturing firms, including SMEs.

Modern manufacturing demands advanced infrastructure, which we are investing in — both our own and tailor-built facilities for clients.

Companies like Eaton and A-Heat are great examples —they represent the high-tech, future-oriented industries we aim to attract. Continuous investment in capabilities ensures we stay aligned with Dubai’s ambitions and the D33 strategy.

Jafza is known as a great place to work, with many long-serving employees. How are you encouraging local talent to join the company?

We’ve always prioritised developing Emirati talent. Programmes like Tomoh allow fresh graduates to gain experience by working in different companies within Jafza, helping them build their careers.

Other initiatives like Ta’heel and Rawad offer scholarships and training, preparing nationals not just for roles in Dubai but across our global portfolio.

Looking ahead, where do you see Jafza in the next decade?

Our journey over the past 40 years has been successful, thanks to support from the government, our team, and a clear vision. Moving forward, we aim to take Jafza to the world by expanding our global footprint.

Jafza’s successful model has already been replicated by DP World across 11 economic zones worldwide — including the Dominicana Economic Zone in the Dominican Republic, Berbera Economic Zone in Somaliland, London Gateway in the UK, and the Chennai Free Trade Zone in India.

With more than 8,900 hectares of operational free zones and another 670 under development, these zones are unlocking new markets for our customers, enabling them to grow beyond Dubai while driving foreign investment, job creation, and industrial development across Asia, the Middle East, and Africa.

With the current geopolitical tensions and global challenges, how is Jafza adapting to ensure continued growth?

Challenges have always been part of our journey — from regional conflicts to global economic downturns. We focus on building resilient infrastructure and expanding our capabilities. Dubai’s strategy of signing comprehensive economic partnership agreements (CEPAs) with countries like India has boosted trade significantly.

Such agreements open new opportunities for our customers and strengthen our position in global trade.

Can you elaborate on initiatives like Yiwu Market and Bharat Mart and their significance?

We’ve launched Yiwu Market to facilitate the import of Chinese products to Dubai for re-export. Additionally, Bharat Mart, announced by Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai , is a 2.7 million square foot facility designed to bring Indian products to Jebel Ali for global distribution. We’re also planning similar initiatives with countries like Turkey, Pakistan, and Indonesia, further enhancing Dubai’s role as a global trade hub.

As a leader, what values have guided you in steering Jafza to its current success?

Our foundation was laid by the visionary leadership of Sheikh Rashid. We’ve built upon that vision, differentiating Dubai and Jafza from others.

Teamwork, clear communication, and a shared vision have been crucial. Our commitment to innovation, customer-centricity, and sustainability ensures we remain at the forefront of global trade and logistics.