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Emiratisation targets for UAE’s private sector companies: What you need to know

These companies are also expected to achieve a growth of at least 1 per cent in the number of UAE citizens employed in skilled jobs

Nida Sohail
Nida Sohail

20 May, 2025

Emiratisation targets for UAE’s private sector companies: What you need to know
Image credit: WAM/Website

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The Ministry of Human Resources and Emiratisation (MoHRE) in the UAE has urged private sector companies with 50 or more employees to meet their Emiratisation targets for the first half of 2025.

Read- Emiratisation: MoHRE reminds private firms to comply with June 30 deadline

These companies are also expected to achieve a growth of at least 1 per cent in the number of UAE citizens employed in skilled jobs, relative to their total skilled workforce, by June 30.

Verification process to begin

According to a WAM report, beginning July 1, the ministry will start verifying companies’ compliance with the set targets and related requirements. These include registering employed Emirati nationals with a social security fund and consistently paying the required contributions.

Meeting these conditions enables companies to avoid financial penalties, which will be imposed on establishments that fail to comply.

“The impressive performance we have seen in the labour market, coupled with the UAE’s rapid economic growth, enhances private sector companies’ ability to meet their Emiratisation targets. This progress aligns with the well-established partnership between the Ministry and the Nafis programme, which supports achieving Emiratisation policies across the private sector,” said Farida Al Ali, MoHRE’s Assistant Under-Secretary of National Talents.

Private sector’s engagement with Emiratisation policies

Al Ali commended the private sector’s engagement with Emiratisation initiatives and its commitment to meeting targets, which has positively impacted this national priority. She revealed that over 136,000 UAE citizens were employed in the private sector across 28,000 companies by the end of April 2025. She expressed confidence in the sector’s continued progress, particularly with the support of the Nafis platform, which hosts a large pool of qualified Emirati candidates.

Incentives and benefits for companies

The ministry will continue to offer incentives and benefits to companies that demonstrate exceptional Emiratisation performance. These include membership in the Emiratisation Partners Club, which offers benefits such as up to 80 percent discounts on MoHRE service fees and priority status in the government procurement system—boosting business growth opportunities.

Digital field inspection system

To detect fraudulent practices, including ‘Fake Emiratisation’ schemes or attempts to circumvent targets, the ministry has implemented an advanced digital field inspection system. From mid-2022 to April 2025, the system flagged around 2,200 establishments in violation of Emiratisation policies, leading to legal action.

MoHRE offers multiple channels to report Emiratisation policy violations in the private sector, including a call centre at 600590000, as well as the ministry’s smart application and official website.

Emirates Development Bank launches Dhs1bn growth fund to boost UAE SMEs

By supporting high-potential SMEs in line with the UAE’s diversification agenda, EGF aims to enhance industrial capacity, stimulate job creation, and contribute to the country’s economy

Gulf Business
Gulf Business

20 May, 2025

Emirates Development Bank launches Dhs1bn growth fund to boost UAE SMEs
Image: Supplied

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Emirates Development Bank (EDB) has launched a Dhs1bn ($272m) equity fund aimed at supporting the growth and global competitiveness of small and medium-sized enterprises (SMEs) in the UAE

Announced during the fourth edition of the ‘Make it in the Emirates’ forum, the Emirates Growth Fund (EGF) will target UAE-based SMEs operating in priority sectors including manufacturing, healthcare, food security, and advanced technology.

The fund is designed to address a critical financing gap for companies that have moved beyond the early stage but are not yet large enough to attract traditional private equity.

Investments will range from Dhs10m to Dhs50m per company, typically those generating at least Dhs10m in annual revenue.

Strategic goals

The initiative supports the UAE’s national Operation 300bn strategy, which aims to increase the industrial sector’s contribution to GDP to Dhs300bn by 2031.

“EGF is a bold, future-focused step that provides growth-stage companies with the capital, expertise, and support needed to scale,” said Dr Sultan Al Jaber, Minister of Industry and Advanced Technology and chairman of EDB. “It enhances industrial competitiveness and strengthens supply chain resilience.”

Dr Ahmad Belhoul Al Falasi, UAE Minister of Sports and chairman of EGF, said the fund is designed to address the “missing middle” of SME funding. “These are companies that are too advanced for venture capital, too entrepreneurial for private equity, but too important to ignore,” he said.

Governance and structure

The fund will be governed by a board chaired by Al Falasi, with Najla Ahmed Al Midfa as vice chair and MD. Other board members include Mariam Saeed Ghobash, Mohammed Huraimel Al Shamsi, Khalfan Juma Belhoul, Hassan AlSayegh, and Stephen Welton.

According to Al Midfa, EGF’s approach goes beyond capital. “We are not just writing cheques, we are helping build the next generation of UAE economic champions,” she said.

First investment in healthcare

The bank also announced EGF’s first investment in the healthcare sector through a partnership with Tarmeem Healthcare Holding.

The deal marks the start of a portfolio expected to deliver long-term national value across strategic industries.

The fund will operate through active minority investments, allowing founders to maintain operational control while benefiting from strategic support in areas such as governance, operations, and expansion.

By supporting high-potential SMEs in line with the UAE’s diversification agenda, EGF aims to enhance industrial capacity, stimulate job creation, and contribute to the country’s long-term economic resilience.

Exclusive reveal: Abbas Sajwani shares details of AHS Properties’ new launch

Founder Abbas Sajwani shares how the exclusive 32‑unit Casa AHS, with a GDV of $750m, cements AHS’s focus on location‑driven, ultra‑luxury communities

Neesha Salian
Neesha Salian

20 May, 2025

Exclusive reveal: Abbas Sajwani shares details of AHS Properties’ new launch

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When AHS Properties debuted One Canal and followed with Casa Canal, Dubai’s ultra‑luxury market took notice both of its dynamic founder 25-year-old Abbas Sajwani and the company’s ambitious vision to redefine Dubai’s ultra luxury property landscape.

Now, the developer is preparing to unveil its third canal‑side development — Casa AHS — and we caught up with Sajwani to learn what sets this latest address apart.

“Luxury starts with location,” Sajwani explains, referring to the unique stretch of the Dubai Water Canal that links One Canal, Casa Canal and soon Casa AHS. “On one side you see the city skyline; on the other, Safa Park — few settings can rival it.”

A boutique collection

Casa AHS offers 32 ultra‑luxury residences, including Sky Villas, Sky Mansions and Sky Palaces, ranging from 5,088 to nearly 30,000 sq ft. With a GDV of $750m (Dhs 2.75bn) and average prices above $20m, these canal‑front properties blur the line between a residence and luxury retreat.

“Each purchaser completes a profile check, and our committee approves clients to maintain exclusivity and community standards,” Sajwani notes.

Bespoke design and amenities

Architect Shaun Killa returns for Casa AHS’s exterior, while HBA Residential handles interiors — continuing a partnership born at Casa Canal. “There’s great chemistry,” Sajwani says. “Shaun captures the architectural spirit; HBA then makes it livable day‑to‑day.”

Highlights include private infinity pools, spas, and even a golf simulator in one unit. A signature penthouse boasts four pools and private garage access, all framed by double‑height ceilings up to 12m for uninterrupted canal views.

Residents will enjoy a host of five-star amenities, including a private lounge, resident workspace and 24/7 concierge services accessible via a resident-only app.

Additional offerings include exclusive access to a curated ultra-high-net-worth network and chauffeured limousine services.

Each residence also comes with electric vehicle charging stations, dedicated bicycle storage, and secured private storage rooms.

Read: ‘Location sets the stage for luxury living’, says AHS Properties’ Abbas Sajwani

Rapid, targeted growth

AHS’s playbook has remained focused: small collections of ultra‑luxury homes in prime locations. Last year, the company’s GDV stood at Dhs 1.65bn; with Casa AHS, it exceeds Dhs10bn (approximately $2.75bn). “By year‑end, we aim for $5.5bn (Dhs20bn) in GDV — doubling our footprint with equally exclusive projects,” Sajwani confirms.

One Canal, Casa Canal, and Casa AHS now form a continuous luxury enclave. “It’s about creating a distinct community atmosphere,” he says, “where each project builds on the last.”

Tapping a global buyer pool

Dubai’s magnetism for high‑net‑worth individuals aligns perfectly with AHS’s niche. Dubai-based real estate agency BetterHomes reported that 6,700 millionaires moved to the UAE in 2024; Sajwani says Europe — particularly London — is now the strongest source market.

“Issues around UK taxes, security, and inheritance laws are pushing buyers to Dubai,” he explains.

“Our pre‑launch sold over 70 per cent of units, mainly to international clients,” he adds.

What’s next for AHS Properties

As demand for curated, ultra‑luxury living grows, Sajwani’s focus remains unwavering: “We’ll continue developing in the residential and commercial luxury sectors, always anchored by location and exclusivity.”

With Casa AHS set for its public launch and a pipeline aligned to this boutique blueprint, AHS Properties is cementing its position as a key player in Dubai’s luxury real estate landscape.

Orbitworks’ Ralph Koyess on the firm’s goal to deliver sovereign satellite capabilities

The business development director at Orbitworks, shares how the venture is fusing global expertise with national priorities to deliver sovereign satellite capabilities,

Neesha Salian
Neesha Salian

20 May, 2025

Orbitworks’ Ralph Koyess on the firm’s goal to deliver sovereign satellite capabilities
Image: Supplied

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Launched in 2024 as a joint venture between Marlan Space and Loft Orbital, Orbitworks represents a new chapter in the UAE’s space ambitions. With a 30,000-square-foot facility in Abu Dhabi’s KEZAD industrial zone, the company is building one of the region’s most advanced satellite manufacturing hubs — capable of producing up to 50 satellites annually.

In its debut public appearance at the Make it in the Emirates Forum, Orbitworks unveiled Altair, an AI-powered Earth observation constellation designed and built in the UAE.

Here, Ralph Koyess, business development director at Orbitworks, shares how the venture is fusing global expertise with national priorities to deliver sovereign satellite capabilities, drive industrial growth, and create a new generation of space-ready talent.

Tell us about the company and its journey.

Orbitworks was established in 2024 to build a homegrown satellite manufacturing capability that serves national priorities and supports regional needs. We were formed as a joint venture between Marlan Space and Loft Orbital, combining global engineering heritage with a UAE-led vision of sovereign space infrastructure.

Our facility in KEZAD spans 30,000 square feet and includes a 15,000-square-foot ISO-class cleanroom. It’s one of the largest dedicated satellite manufacturing sites in the region and is equipped to deliver up to 50 satellites annually.

What matters is not just the infrastructure, but what it enables. Orbitworks gives the UAE the ability to design, produce, and scale space missions on its own terms quickly, reliably, and with full operational oversight.

Can you elaborate on the major manufacturing announcement Orbitworks unveiled at the Make it in the Emirates Forum, and how it aligns with your goal of producing up to 50 satellites annually?

We’re excited to unveil Altair, our first Earth observation constellation. Altair consists of 10 AI-powered satellites designed for multi-mission use. Production will begin at our Kezad facility in the second half of 2025, with the launches planned for 2026.

Altair is named after a prominent star in the Aquila constellation, historically used for navigation because of its brightness and clarity. It’s also derived from the Arabic word “النسر الطائر ” meaning “the flying eagle.” For Orbitworks, the name symbolises clear vision, precision, and reliability, which are core principles of our satellites.

The Altair programme is a direct expression of what our facility was built to deliver: satellites with advanced sensing, onboard AI processing, and rapid deployment timelines. Every aspect of our production model, from cleanroom design to thermal and EMI testing, has been set up to meet the demands of mission-grade satellite manufacturing at volume.

As we scale, Altair will be the first of several programs to leverage this infrastructure. It sets the tone for how we intend to meet our 50-unit-per-year production goal: through a steady pipeline of flexible, high-performance satellite systems delivered from the UAE.

How does Orbitworks plan to integrate advanced technologies into its satellite production processes, and what distinguishes your approach from other manufacturers in the region?

Our satellites are built with flexibility in mind. Each platform is modular and designed to accommodate a range of payloads, allowing us to tailor systems to specific missions without disrupting production timelines.

The Altair satellites carry a multi-sensor payload that includes sub-metre optical, thermal, hyperspectral, shortwave infrared, and RF sensors. They also feature onboard AI processing, which allows them to analyze data in orbit. This makes them well-suited for time-sensitive applications like disaster response, national security, and resource monitoring.

Our manufacturing approach combines proven global engineering standards with a localized production setup in Abu Dhabi. This gives customers access to high-performance satellite systems that are built closer to the region they serve and aligned with regulatory, operational, and strategic requirements.

In what ways is Orbitworks contributing to the UAE’s broader economic diversification and industrialisation goals, particularly within the space sector?

Orbitworks supports the UAE’s efforts to diversify its economy through investment in advanced, knowledge-based industries. By building satellites locally, we are adding new depth to the space sector and creating pathways for industrial growth in high-value areas such as manufacturing, data services, and aerospace R&D.

Our operations contribute to the objectives of both Operation 300bn and the UAE National Space Strategy 2030. We are creating jobs, developing local talent, and fostering technical capabilities that reduce dependency on imported systems.

Our work also further strengthens the UAE’s ability to respond to strategic needs with locally built infrastructure. This reinforces the resilience to national planning while generating opportunities for export and collaboration.

How does Orbitworks’ participation in the Make it in the Emirates Forum enhance your strategic objectives, and what outcomes do you anticipate from this engagement?

Make it in the Emirates is actually our first public appearance since the company was established, and it’s taking place at a moment when the UAE’s space sector is gaining global attention. The forum provides an ideal setting to introduce Altair, our first satellite constellation, and to demonstrate the infrastructure we’ve built to support it.

Our presence at the IHC Pavilion reflects our intent to engage deeply with industrial stakeholders, national institutions, and international partners. More broadly, this forum gives us the opportunity to support the UAE’s ambition to become a global leader in aerospace. Our work in designing and building customized satellite constellations from Abu Dhabi directly reinforces that ambition.

We also see this event as a catalyst for new partnerships. Whether through hosted payloads, collaborative missions, or regional data-sharing frameworks, our objective is to show how Orbitworks can serve as a strategic partner for both government and commercial space users across the region.

With the first satellite platform expected to be assembled by early 2025, what are Orbitworks’ plans for workforce development and talent acquisition to support this timeline?

Developing satellite manufacturing capability in the UAE is as much about people as it is about infrastructure. Since our founding, we have been focused on building a team that can deliver mission-ready systems to global standards, starting with the Altair constellation.

Our approach places Emirati talent at the centre of this effort. Engineers and technicians are already being trained at our KEZAD facility, working closely with senior specialists to gain practical experience in cleanroom operations, payload integration, and system testing. This effort is led by Mohamed Alkarbi Mohamed, our director of Assembly, Integration, and Testing, who is responsible for overseeing both production readiness and team development.

We’re also working closely with leading UAE academic and research institutions to support specialised internships, joint research projects, and tailored training programs. These initiatives are designed to create clear pathways into the space sector and help bridge the gap between classroom learning and industrial application.

We know that building satellites here in the UAE is a long-term effort. That’s why we’re investing in a workforce that can carry these capabilities forward and help shape what comes after Altair.

Harnessing AI: Why asking the right questions is key to success

By fostering environments that encourage continuous learning, and celebrating champions, we can accelerate AI adoption across the region

Lisa Lyons
Lisa Lyons

20 May, 2025

Harnessing AI: Why asking the right questions is key to success
Image: Getty Images/ For illustrative purposes

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As artificial intelligence (AI) reshapes industries and societies worldwide, the Gulf Cooperation Council (GCC) is emerging as an unexpected leader in this technological transformation. With governments and businesses in the region proactively embracing AI, a profound shift is underway – one that could propel the Middle East to the forefront of the global AI landscape.

At the heart of this revolution lies a striking cultural mindset: a fundamental curiosity and openness to exploring the boundless possibilities of AI.

Research by Oliver Wyman reveals that a remarkable 74 per cent of people in the UAE use AI at least once a week, far surpassing the global average of 55 per cent and second only to India (83 per cent). This statistic is not merely a number; it reflects a deep-rooted willingness to experiment, learn, and adapt – qualities essential for harnessing AI’s transformative potential.

AI in action

Governments in the region have recognized this unique opportunity and are taking decisive action. In Saudi Arabia, the establishment of the Saudi Data and AI Authority underscores the kingdom’s commitment to driving progress in data and AI. Meanwhile, the UAE recently approved the launch of an integrated government regulatory intelligence ecosystem.

The plan is to connect all laws with judicial rulings, executive procedures, and public services, tracking their impact on the population and economy using large-scale data, and suggesting updates to legislation. The system will also be linked to leading global research centers to follow the best international policies and legislative practices.

Mindful of the need to ensure a grassroots approach, the Department of Education in Abu Dhabi has launched a Generative AI and Prompt Engineering Bootcamp for teenagers, offered free of charge during the summer period. This initiative equips young minds with essential skills for an AI-driven future, laying the foundation for a generation of innovators and pioneers.

Private enterprises in the region are also at the forefront of AI integration. Telecoms provider E& has already integrated more than 400 AI use cases and 160 machine learning models across its operations, ensuring they translate into tangible efficiency and productivity gains. Signify, a global leader in lighting, is also paving the way in this regard. At a recent event in Riyadh, I witnessed its HR team outline a systematic AI training program schedule that also explores the philosophical underpinnings of why it should be used and how it can seamlessly integrate with human roles.

This emphasis on employee engagement and addressing concerns about job impacts is crucial for fostering a supportive environment where individuals feel empowered to experiment with AI without fear. It’s a recognition that true transformation requires more than just technology; it demands a cultural shift that embraces continuous learning and adaptation.

Another inspiring example comes from DAMAC Properties, which is using AI avatars to train and coach sales employees, simulating client interactions and providing feedback on specific development areas. This innovative approach demonstrates how AI can elevate the traditional role of the trainer, enabling much more personalized sessions that enhance overall performance.

These examples show how AI usage must extend beyond experimentation and towards a fundamental shift in mindset. This involves a willingness to redesign work processes and embrace human-machine collaboration.

Read: UAE among top emerging economies in AI readiness: report

The big question

Organisations and governments will typically pass through several maturity levels on this journey. This starts with individual benefits where productivity gains are minimal due to nascent tool usage. The next level involves wide-scale adoption, where practices are restructured to integrate AI more fully.

The final stage represents mature practices, where work processes are completely transformed around the benefits of AI. This will enable successful human-machine teaming that enhances overall efficiency and effectiveness across sectors. Achieving this level of maturity requires a sustained commitment to exploring the art of the possible and redesigning work.

This task is not without its challenges, and organisations must continually ask – and answer – this simple question: why are we doing this? Deploying AI tools across an entire operation requires investment, education and will fundamentally change operations. Without a clear ‘why?’ that can be a frustrating challenge. But the upside is considerable, with estimated productivity gains of 30 per cent or more. That is a powerful motivator.

As the region continues to lead the way in AI adoption, it’s essential to cultivate a culture of curiosity and innovation to leverage these gains. And it must do so while ensuring that technological advancements align with cultural values and societal needs.

By fostering environments that encourage continuous learning, and celebrating champions, we can accelerate AI adoption across the region. Harness this transformative power can drive economic growth and improve societal outcomes on a large scale, forming a powerful virtuous circle.

For individuals, the call to action is equally clear: embrace AI as a sparring partner and coach, and discover the myriad use cases that can elevate your personal and professional growth.

We must all act now because the AI revolution is upon us, and it will have profound consequences. However, this region can lead the charge, redefining what’s possible and inspiring a global paradigm shift in how we live, work, and thrive in an AI-driven world.

The writer is the lead at Regional Transformation Centre of Excellence Lead, IMEA, Mercer.

Dubai launches PropTech Hub to double sector value to Dhs4.5bn by 2030

The new hub targets over Dhs1bn in investments by 2030, supporting more than 200 proptech companies and attracting 20 investment funds

Gulf Business
Gulf Business

20 May, 2025

Dubai launches PropTech Hub to double sector value to Dhs4.5bn by 2030
Image: Dubai Media Office

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Dubai has launched the Dubai PropTech Hub in a move to fast-track on the directive of Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Higher Committee for Future Technology and Digital Economy.

The initiative, launched during a committee meeting chaired by Sheikh Hamdan, is aimed at accelerating innovation and digital transformation within the real estate sector, aligning with the Dubai Economic Agenda D33 and the Dubai Real Estate Sector Strategy 2033.

Dubai’s proptech market was valued at approximately Dhs2.2bn in 2023. The new hub targets over Dhs1bn in investments by 2030, supporting more than 200 proptech companies and attracting 20 investment funds.

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PropTech Hub will support startups, digital economy

Sheikh Hamdan described the launch as a strategic step toward strengthening one of Dubai’s key economic sectors. “Dubai has laid a strong foundation for a fully integrated digital economy,” he said, adding that the hub will empower talents and entrepreneurs to turn ideas into ventures, enhancing Dubai’s global competitiveness.

He highlighted the emirate’s flexible legal framework, advanced infrastructure, and strong startup ecosystem as enablers for the integration of real estate with emerging digital platforms.

The Dubai PropTech Hub will offer a comprehensive environment for startups, including advanced incubators, interactive workspaces, smart outdoor areas, and infrastructure to develop and test AI-powered models.

Anna Skigin, CEO and founder of short-term rental platform Frank Porter, welcomed the move, saying: “The short-term rental industry goes hand in hand with the strength of the real estate market. With this initiative, we will hopefully see more companies opening up that streamline real estate operations with technology. Tech that makes deal flow faster and easier encourages more investment. The short-term rental business is one of the options on how to make more money from a real estate investment, so it’s a win-win for us and other companies like ours—as this investment grows.

“We encourage this space and are very optimistic for the future of proptech. Our industry benefits further from the amount of new people entering Dubai and needing short-let accommodation.”

Read: Why Dubai’s proptech vision is great news for the real estate sector

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