Once known primarily for its oil wealth and gleaming skyscrapers, the UAE is now carving out a new global identity as a magnet for digital nomads, according to a report published by the state news agency WAM.

Rising to second place globally in the 2025 VisaGuide Digital Nomad Visa Index, the UAE has become one of the world’s most attractive destinations for remote workers, trailing only Spain and leapfrogging previous contenders such as the Bahamas, Hungary, and Montenegro.

This quiet but steady ascent reflects a broader strategy by the UAE to diversify its economy and position itself at the crossroads of global talent, technology, and mobility.

Rather than merely responding to the rise of remote work, the Gulf nation has anticipated it, building infrastructure, rolling out targeted visa programmes, and marketing its lifestyle offerings to a global audience of mobile professionals.

UAE rates highly with digital nomads for various reasons

According to Immigrant Invest, the UAE earned high marks across a wide range of indicators including internet quality, tax benefits, healthcare, cost of living, and, crucially, unmatched levels of safety and stability.

Remote work, once a niche privilege, has now ballooned into a global economic force valued at around $800bn a year.

Nearly 40 million people globally identify as digital nomads, a number projected to swell to one billion by 2035. If it were a country, the global digital nomad community would rank 41st in population, according to the report.

Recognising the shift early, the UAE launched its one-year renewable Remote Work Visa in 2021, making it one of the first countries to tailor immigration policy to remote professionals.

The move was swiftly followed by Abu Dhabi’s Virtual Working Programme, reinforcing the country’s intent to turn digital nomadism from a pandemic-era trend into a permanent pillar of its knowledge economy.

Dubai and Abu Dhabi are now ranked first and fourth respectively among the world’s top cities for remote work by RemoteWork360.

While infrastructure and visa policies provide the backbone, lifestyle remains a key selling point. From the beaches of Ras Al Khaimah to the art districts of Sharjah, the UAE is promoting itself as more than just an office in the sun but a place to live, explore and thrive.

Read: Dubai trumps Lisbon as top destination for globetrotting executives, reveals report

The board of ENOC Group, the Dubai government-owned energy conglomerate, has appointed Hussain Sultan Ahmed Lootah as acting CEO, the company said in a statement last week.

Lootah succeeds Saif Humaid Al Falasi, who served as group CEO for the past decade, overseeing ENOC’s expansion and strategic growth initiatives.

“The appointment aligns with the group’s commitment to drive the future of energy and support Dubai’s ambitious plans of economic diversification and sustainable development,” ENOC said.

Lootah brings over three decades of experience to his new role at ENOC

Lootah, who brings over 30 years of leadership experience in the oil and gas sector, has held senior roles in finance, commercial strategy, project management, and human capital development. His previous work includes advancing Emiratisation efforts and strengthening local talent pipelines.

“ENOC Group is at the forefront of building a more sustainable energy landscape for the UAE and the wider region,” Lootah said. “I am honoured to step into this new role and look forward to working closely with ENOC’s talent and leaders to build on its legacy of innovation and excellence.”

ENOC, officially known as Emirates National Oil Company, operates across the energy value chain, from refining and storage to distribution and retail, and plays a central role in Dubai’s energy infrastructure and growth plans.

As the Middle East cements its role as a global aviation powerhouse, all eyes are on the region’s rapidly expanding fleets, world-class carriers, and multi-billion-dollar infrastructure investments. In this interview, Gulf Business speaks to Aziz Koleilat, president and CEO of METCIS at GE Aerospace, to unpack the momentum behind the region’s aviation ascent.

From national strategies shaping air travel to the emergence of the Middle East as a future MRO hub, Koleilat shares insights on what’s driving growth, the challenges ahead, and GE Aerospace’s priorities as it marks its first year as an independent company.

The Middle East has transformed into a major aviation hub. From your vantage point at GE Aerospace, what are the key factors driving this remarkable growth, and how sustainable is this trajectory?

The Middle East’s aviation story is one of incredible transformation. We’ve seen the region evolve from a mere stopover to a global aviation hub, with carriers competing to offer comprehensive networks and top-tier service. This sustained expansion is evident in the long-term growth figures, with the region achieving an average annual growth rate of 6.8 per cent, outpacing the global average since 2000.

Looking ahead, the Middle East’s commercial aviation market is poised for continued growth, fueled by increasing demand, the emergence of budget airlines, and substantial aircraft orders.

The region’s fleet is projected to expand at an annual rate of 5.1 per cent between 2025–2035, driven by the adoption of narrow-body aircraft. Long-term success, however, hinges on embracing more efficient practices and fostering technological innovation.

Qatar, Saudi Arabia and the UAE are leading forces in the region’s aviation sector. Can you elaborate on their distinct approaches and how they are shaping the future of air travel in the Middle East?

Saudi Arabia, Qatar and the UAE are demonstrating a strong appetite for growth, but with distinct strategies. In Qatar, dramatic growth has been driven by Qatar Airways, as it has developed Doha into a global connecting point. In terms of available seat kilometres, Qatar Airways has advanced from 17th to 6th largest globally in 2024. Our recent agreement with Qatar Airways was the largest in GE Aerospace history.

Saudi Arabia’s Vision 2030 offers a compelling example of rapid growth in demand, with its strong emphasis on economic diversification through sectors such as tourism. This ambition is being realised through significant investments in infrastructure and the development of new tourism destinations.

And in the UAE, a sustained model of aviation-driven growth continues to be fueled by a thriving tourism sector and the country’s role as a strategic global connector. A recent report by the International Air Transport Association (IATA) highlights the UAE’s aviation sector contributed $92bn or 18.2 per cent to the nation’s total GDP in 2023. This impact extends beyond direct employment, with the sector supporting 991,500 jobs across the wider supply chain, employee spending, and tourism activities.

All three countries recognise that as the region prepares to host world-class events and welcomes an influx of tourists, the reliability and efficiency of its aviation infrastructure will be critical in reaching national development goals.

The Middle East is poised to be an important global MRO market. What are the key drivers behind this trend, and what challenges and opportunities does it present for the region’s aviation industry?

The Middle East is indeed positioned well for the global maintenance, repair, and overhaul (MRO) market, driven by a substantial order book. The ten largest airlines in the Middle East already have a combined order book of 795 aircraft to be delivered by the end of the decade, one of the largest regional order books. This presents both opportunities and challenges. It requires investment in skilled talent, advanced technologies, and efficient processes to meet the growing demand for MRO services.

Looking beyond the immediate growth, what are the critical elements that will define the long-term success and sustainability of the Middle East’s aviation sector?

The future of aviation in the Middle East will be shaped by the effective use of digital solutions and the cultivation of a skilled workforce. Advanced data analytics can optimize flight operations, improve maintenance schedules, and enhance the passenger experience.

Investing in training programs and attracting top talent will be crucial for ensuring that the region has the expertise needed to implement these technologies and drive innovation. A focus on STEM education and partnerships with universities and technical colleges will be essential for building a pipeline of skilled aviation professionals.

As GE Aerospace commemorates its first year as an independent company, what is your message to the Middle East’s aviation community, and what are your priorities for the region in the coming years?

As GE Aerospace commemorates its first year as an independent company, we reaffirm our commitment to partnering with the Middle East’s aviation community to foster innovation and build a sustainable future for the industry.

We recognise the critical link between reliable infrastructure, efficient operations, and a seamless passenger experience. By understanding the unique challenges and opportunities in the region, we can collectively ensure its continued global success. We are committed to providing the technology and expertise needed to support ambitious national goals.

Read: Middle East: GE Aerospace invests $10m to enhance MRO capabilities

When Natasha Sideris opened the first tashas restaurant in Johannesburg’s Atholl Square in 2005, she never imagined it would grow into an international dining empire.

Now based in Dubai, Sideris is leading one of the most ambitious expansions in global hospitality, taking her boutique approach to dining far beyond her native South Africa.

Today, Tashas Group operates 40 restaurants across five countries. Of these, 18 are located in South Africa, 17 in the UAE, 3 in Saudi Arabia, 1 in Bahrain, and 1 in the UK. With 15 additional openings scheduled in the next 18 months, the group is on track for continued expansion across its core markets.

“I always said I would never go into the food business,” Sideris laughs, recalling her childhood.

“My father was a restaurateur, and I saw how hard it was. The only day we spent with him was Mondays, when restaurants closed in South Africa. He’d take us to The Doll’s House for steak rolls and milkshakes. But otherwise, he was always working.”

While studying psychology at university, her father convinced her to help out at his busy Fishmonger restaurant in Rivonia, a suburb in northern Johannesburg.

“I’d go to lectures during the day, my apron in the boot of the car. Then I’d work from four in the afternoon until one or two in the morning,” she recalls. “I fell in love with the adrenaline and the customer interaction.”

“Working in restaurants combines everything I love: people, interiors, the way spaces make you feel, and of course, food. Growing up in a Greek household, food was always at the centre of everything.”

The birth of tashas

After years working with her father and running several restaurants, including a successful turnaround of a Nino’s outlet, an opportunity came knocking. A landlord who admired her work offered her a site if she created her own brand. Sideris brainstormed dozens of names before finally agreeing to name it after herself.

“The landlord kept saying, ‘Call it tashas.’ I was hesitant, but eventually I said, ‘OK, let’s go for it.'”

From its very first day, tashas in Johannesburg’s upmarket Atholl Square was packed. That restaurant opening marked the beginning of the tashas journey and, by 2008, just three years later, Sideris sold a majority 51 per cent stake to JSE-listed food group Famous Brands.

“It was a good deal at the time,” she explains.

“I had two restaurants. They offered corporate governance, admin systems, procurement.”

The partnership proved valuable in the early years, but eventually, Sideris realised she was doing all the heavy lifting.

“I was driving everything myself, especially once I moved to Dubai,” she says.

COVID-19 provided an unexpected opportunity.

“It was devastating globally, but for me, it allowed me to renegotiate and buy the business back. Now, it’s just myself, my brother Savva Sideris, and a minority partner who own the group.”

The Dubai move

In 2014, Sideris made the bold decision to open in Dubai – a move that would fuel international growth.

“South Africa was saturated. The UK and US had too many barriers to entry. Dubai made sense: close to South Africa, culturally familiar, with an incredible hospitality scene. Greeks and Arabs share a love for family, food, and generosity.”

That move has proven transformative, given the global expansion her business has experienced.

While many brands lose their identity as they grow, Sideris insists on maintaining what she calls “boutique at scale.”

“Every venue we open feels as carefully crafted as the first. We want customers to feel a genuine sense of place and hospitality wherever they visit,” she says.

That commitment includes maintaining South African staff culture even as the business grows internationally.

“When we opened our first store in Galleria Mall here in Dubai, I insisted that 70 per cent of the staff had to be South African. Today we aim for 25 per cent, but South Africans and Zimbabweans are still a core part of our DNA.”

A new phase of growth

The next phase of growth will take the group deeper into international markets. Luxury concepts such as Flamingo Room by tashas, Avli by tashas (now open in both Dubai and Bahrain), and Bungalo34 are being positioned for major cities and beach destinations across Europe, the US, and Asia.

Meanwhile, the casual dining formats, especially NALA and tashas, are slated for broad expansion via franchising globally.

New concepts launching this year include Arlecchino by tashas, a premium casual Italian offering, and Café Sofi, an ode to Sideris’ late mother, opening in Cape Town.

The group’s expansion strategy balances flagship-owned venues with selective franchising.

Sideris remains intimately involved in interiors, food, drinks and branding.

“I’m not involved in admin or training day-to-day: my teams are excellent at that,” she says.

“But I still sign off on every interior design, every dish, every beverage, every piece of marketing. It’s my passion.”

“In the beginning, it was partly about money and partly for the love of it,” she reflects.

“Now, it’s about legacy and creating opportunities for our people. We’re building an ESOP (employee share ownership programme) because I want those who have been with us to benefit long-term.”

She sums it up simply: “I want people to say we created something special, that we made a difference in people’s lives.”

In July 2025, the US Congress enacted the sweeping One Big Beautiful Bill (OBBB): a landmark legislative overhaul combining permanent extensions of Trump-era tax cuts for individuals and businesses with major spending cuts to welfare programmes and a hefty increase in defense and border security outlays.

The bill narrowly cleared its final hurdle in the House of Representatives, positioning it to become law following his signature on July 4.

According to the Congressional Budget Office, the legislation is projected to add approximately $3.3–$3.4 trillion to federal deficits over the next decade and leave 11–12 million Americans without Medicaid coverage, a claim strongly disputed by the White House.

“President Trump’s One Big, Beautiful Bill delivers on the commonsense agenda that nearly 80 million Americans voted for – the largest middle-class tax cut in history, permanent border security, massive military funding, and restoring fiscal sanity. The pro-growth policies within this historic legislation are going to fuel an economic boom like we’ve never seen before. President Trump looks forward to signing the One Big, Beautiful Bill into law to officially usher in the Golden Age of America,” the White House press secretary Karoline Leavitt stated.

From a B2B perspective, this bill sends strong signals: a brighter corporate tax landscape and investment clarity, contrasted with harsh reductions in healthcare and social safety nets. It deliberately reshapes incentives in sectors like renewable energy, defense, manufacturing, and infrastructure, offering strategic opportunities for businesses and investors.

With permanent 2017 tax cuts, expanded bonuses, and full 100 per cent expensing, the bill aims to stimulate corporate investment. Yet it simultaneously reverses many climate-related credits, potentially chilling solar and wind projects. Defense and security sectors, by contrast, are set to benefit from a $150 billion boost each in defense and border security funding.

Lost in the US-centric coverage, however, are ripple effects in the GCC region, from fiscal and investment flows to energy markets and defense partnerships. Gulf sovereign wealth funds with heavy US bond and equity exposure may see altered yields and investment valuations. A return to robust US fossil fuel production and weaker renewables support could benefit GCC oil exporters, even as geopolitical and military collaboration dynamics evolve.

Sector-wise breakdown

Tax and corporate sector

• Permanent tax cuts: Lowers corporate and individual tax rates, increases SALT cap to $40K temporarily, and adds incentives for tips and overtime.

• Business certainty: Enhanced planning through long-term tax predictability, including 100 per cent Section 179 expensing.

• Trade & remittance levy: Introduces a 1 per cent tax on remittances—raising potential issues for global fund flows.

Healthcare and welfare

• Drastic Medicaid/SNAP cuts: Deep reductions could strip about 10–11 million low-income Americans of benefits.

• Eligibility changes: Programmes now include stricter work mandates and state cost-sharing, potentially straining hospital systems.

Defense and border security

• Defense boost: More than $150 billion for military, including “Golden Dome” missile defense, drones, and nuclear upgrades.

• Immigration enforcement: More than $150 billion for border control, ICE expansion, detention capacity for up to 1 million deportees annually.

Energy and environment

• Clean energy rollback: Repeals IRA tax credits, halts renewables momentum, and favors fossil fuels, nuclear, and gas sectors.

• Energy dominance push: Positions US around nuclear and gas reliability; delays investment in solar and wind.

Infrastructure and tech

• ATC modernisation: $12.5 billion allocated for air traffic control upgrades.

• Spectrum & R&D incentives: 600 MHz spectrum auction planned by 2034; R&D expensing restored to spur innovation.

Agriculture and rural

• Support for rural hospitals: $50 billion allocated to support struggling healthcare systems in non-urban areas.

• Agricultural enhancements: Elevated crop insurance, price supports, and disaster relief totalling approximately $60 billion.

GCC impact snapshot

• Sovereign wealth and portfolio returns: The tax cuts and increased US debt may drive higher bond yields, squeezing GCC external debt issuances. A new remittance tax could also slightly dent returns for GCC-based investors in the US.

• Energy market ripples: Rollbacks in clean energy tilt US fuel demands back to oil and gas, supporting GCC hydrocarbon export prices in the short to mid-term.

• Defense and security ties: Expanded US defense budgets open avenues for GCC collaboration on advanced military and border technologies.

• Investment climate: Tax clarity may attract more GCC foreign direct investment into US infrastructure and technology sectors, though uncertainty in welfare and fiscal policy might temper risk appetite.

Trump’s “One Big Beautiful Bill” epitomises a high-stakes gamble: it locks in permanent tax relief and certainty for corporations and the wealthy, while significantly slashing social safety nets, primarily Medicaid, potentially leaving nearly 12 million Americans uninsured. Although fossil fuel industries benefit from revived incentives, the rollback of clean‑energy credits casts a shadow over green energy’s momentum, even as targeted investments in technology, defense, and research and development open long‑term growth pathways, assuming fiscal discipline and stable global trade persist.