The new school year in 11 regions of Saudi Arabia is scheduled to begin on August 24, according to the Ministry of Education. On Tuesday, August 12, the educational supervisors and administrative staff returned to schools across the country, excluding Makkah and Madinah, to begin early preparations for the academic year.

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Teachers in these 11 regions are due to return on Sunday, August 17, giving them a full week to get classrooms and lessons ready. However, in the regions of Makkah, Madinah, Jeddah, and Taif, both educational supervisors and administrative staff are set to report on August 17, while teachers will return a week later, on August 24. Schools in these four regions will officially begin classes on August 31, according to a report from the Saudi Gazette.

The staggered return schedule aims to ensure that faculty and staff have enough time to prepare, especially in areas with high student density like Jeddah and Makkah.

Ministry releases weekly class structure

The Ministry of Education has outlined a detailed schedule of weekly class periods for students across all grade levels in public schools. The framework, part of the updated curriculum guide, is designed to optimize learning while balancing academic rigor with student well-being.

For elementary students, the structure is as follows:

• Grades 1 to 3: 33 weekly classes, covering 8 subjects, along with student activities.

• Grades 4 to 6: 33 weekly classes, with 10 subjects, plus student activities.

At the intermediate level, each of the three grades will have 35 weekly class periods. Students in grades 7 and 8 will take 10 subjects, in addition to scheduled student activities. In grade 9, the number of subjects increases to 11, again with time set aside for non-academic development.

In secondary schools, which follow the general track system, the weekly class count will be 32 periods for all three grades. The number of subjects varies by grade and semester:

• First grade (Semester 1): 8 subjects

• First grade (Semester 2): 11 subjects

• Second grade (Semester 1): 7 subjects

• Second grade (Semester 2): 9 subjects

• Third grade (Semester 1): 10 subjects

• Third grade (Semester 2): 12 subjects

This structure underscores the Ministry’s continued focus on building a balanced and enriching academic environment.

AI curriculum to launch in 2025–2026 school year

In a landmark step toward digital transformation in education, the National Curriculum Center, in collaboration with the Ministry of Education, Ministry of Communications and Information Technology, and the Saudi Data and AI Authority (SDAIA), has announced the launch of a new AI curriculum across all levels of public education. The rollout will begin with the 2025–2026 academic year, as reported by the Saudi Press Agency.

This initiative supports the goals of the Human Capability Development Program, a key part of Saudi Vision 2030, by building a generation equipped with vital digital and analytical skills. It also aims to position the Kingdom as a global leader in AI and emerging technologies.

Hands-on AI learning for all grades

The new curriculum will feature dedicated AI units that are interactive, practical, and designed to develop critical thinking and problem-solving abilities. These AI modules will be introduced progressively across all education levels, giving students early exposure to the technologies shaping the future.

This move follows the recent success of the “Introduction to Artificial Intelligence” course, launched for third-year high school students. Developed jointly by SDAIA, the National Curriculum Center, and the Ministry of Education, the course laid the groundwork for broader AI integration.

Officials say the expansion of AI education marks a major milestone in preparing Saudi youth not just to adapt to AI, but to actively shape its future.

The Gulf Cooperation Council’s (GCC) asset management industry grew to $2.2tn in assets under management (AuM) in 2024, representing a 9 per cent increase from the previous year, according to Boston Consulting Group’s (BCG) 23rd Global Asset Management report, titled From Recovery to Reinvention.

The report highlights Saudi Arabia and the UAE as the principal contributors to retail mutual fund growth, while Abu Dhabi and Kuwait’s sovereign wealth funds (SWFs) manage the largest volumes of assets in the region.

Lukasz Rey, MD and partner and Middle East head of Financial Institutions at BCG, said: “The next decade’s leaders will be those who redefine their future, not just endure challenges. The region’s 9 per cent AuM growth in 2024 underscores its rising prominence as a hub for institutional and retail capital.

“With Saudi Arabia and the UAE anchoring regional momentum, the GCC’s strategic diversification and SWF dominance signal a future where local asset managers could rival global giants. Recent market volatility offers a chance for change, prompting asset managers to move from recovery to innovation — reimagining value delivery, client engagement, and business operations.”

GCC AUM: revenue growth driven by market performance

Revenue growth in 2024 was primarily driven by market performance rather than investor inflows, underscoring the industry’s vulnerability to external forces. The report also noted that persistent fee compression, shifts in investor preferences, and digital disruption are pushing firms to redesign business models, accelerate cost innovation, and sharpen strategic focus.

Mohammad Khan, MD and partner at BCG, added: “The GCC’s asset management industry has demonstrated remarkable resilience and strategic growth, achieving $2.2tn in AuM in 2024. With Saudi Arabia and the UAE driving retail mutual fund expansion and Kuwait and Abu Dhabi leading in sovereign wealth fund dominance, the region is steadily establishing itself as a global financial powerhouse. This growth reflects not only recovery but a strategic pivot towards innovation and operational excellence. The next decade will be defined by asset managers who prioritize client-centric transformation, technological advancement, and leaner business models, positioning the GCC as a formidable force capable of rivaling global industry leaders.”

Three factors driving the industry

The BCG report identifies three forces reshaping the industry globally:

1. Opportunities to create new products in response to changing investor demands – Asset managers can expand into actively managed ETFs, model portfolios, and separately managed accounts, as well as deliver private assets to retail clients. Retail access to private markets has expanded more than fivefold over four years, surpassing $300bn, driven by demand for better risk-adjusted returns, though regulatory hurdles and investor education remain key challenges.

2. A critical need for consolidation and digital transformation – Strategic partnerships and mergers and acquisitions are enabling firms to gain scale, broaden offerings, and build technological capabilities. Large asset managers can lower costs through technology synergies and operational efficiency, while those managing less than $300bn must focus on leaner models.

3. A renewed focus on cost – Operational efficiency, enhanced decision making, and client engagement are key priorities. Generative AI is emerging as a critical tool for process automation and product delivery, particularly in illiquid and alternative assets, and is being deployed across front, middle, and back offices.

Nabil Saadallah, MD and partner at BCG, said: “While currency adjustments and methodology revisions cloud historical comparisons, the consistency of 9 per cent annual growth across the GCC reveals a resilient market. Pension funds and SWFs, led by Saudi and Kuwaiti institutions, are quietly reshaping the region’s financial architecture, blending tradition with global asset management rigour. Notably, cost discipline is now a strategic focus, with firms prioritising unique value creation, embracing lean practices, and investing heavily in transformative technologies.”

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EverGive, the organisation pioneering a Bitcoin Reserve to provide sustainable, long-term charitable funding, has appointed co-founder Muhammed Yesilhark as president. An experienced investor and digital assets expert, Yesilhark has been instrumental in shaping EverGive’s mission to free charitable funding from the constraints of high time preference and misaligned incentives.

In his new role, Yesilhark will oversee strategy for EverGive’s Bitcoin Reserve – currently valued at £1.55m ($2m) – with the goal of surpassing £10m ($13m) by the end of 2025. His remit includes guiding investment decisions, forging strategic partnerships, and ensuring the reserve delivers maximum long-term impact for the charitable sector.

Yesilhark also serves as chief investment officer at NOIA Capital and sits on the Board of Directors of Dubai Chamber Digital Economy. His career spans leadership positions at hedge funds in New York and London, alongside long-standing advocacy for Bitcoin as a tool for economic empowerment and financial sovereignty.

EverGive’s model converts donations into Bitcoin, a scarce and borderless asset, allowing value to appreciate over time rather than being spent immediately. This approach ensures that partner charities, including Cancer Research UK, Great Ormond Street Hospital, and Orphans in Need, benefit from a predictable and growing stream of support, even in economic downturns.

“Bitcoin is more than just a financial asset. It’s freedom technology,” said Yesilhark. “EverGive is about turning generosity into permanence – creating an engine of support that doesn’t erode with time, inflation, or politics. That’s why Ismael and I are so committed to building this.”

With more than $130m raised for charities by the EverGive team in previous ventures, the organisation now aims to reach 100,000 monthly donors and expand the reserve into a global endowment for causes with lasting societal impact.

“Muhammed’s leadership and investment depth continue to be a powerful asset for us,” said EverGive co-founder and CEO Ismael Dainehine. “His conviction in Bitcoin as a foundation for long-term giving has shaped EverGive’s approach from day one. Together, we’re building something that can shape how humanity manages its responsibility to the future, and how it funds impact – not just this year, but forever.”

Digital asset donations exceeded $1bn in 2024, with more than 70 per cent of Forbes’ top charities now accepting digital assets such as Bitcoin. EverGive is positioning itself at the forefront of this shift, not only adapting to change but helping to define the future of philanthropic infrastructure.

Dubai-based fashion and lifestyle retail conglomerate, Apparel Group has inked a strategic partnership between its flagship loyalty programme, Club Apparel, and PRYPCO Blocks, the Dubai-based fractional real estate ownership platform.

The collaboration introduces Spend to Invest, a programme enabling shoppers to convert everyday purchases into steps toward property ownership.

Club Apparel, which has grown to nearly four million members in the UAE, has traditionally offered points, personalised rewards, exclusive experiences, and access to a portfolio of fashion, footwear, beauty, and lifestyle brands.

Under the new initiative, members can use points earned through purchases to acquire a share in Dubai’s property market via the PRYPCO Blocks app.

Investments start from Dhs2,000, while members continue to receive instant rewards from their shopping activities.

Apparel’s loyalty programme members can now invest in property through PRYPCO Blocks

Sima Ganwani Ved, founder and chairwoman of Apparel Group, said: “Our mission has always been to enhance the lives of our customers. We have brought them the best in fashion, footwear and beauty, and now we are giving them the chance to turn their rewards into a step towards owning a home. This is about adding real value to their everyday choices and helping them invest in a future that goes beyond shopping.”

Amira Sajwani, chairperson of PRYPCO Blocks and founder and CEO of PRYPCO, added: “This partnership is a game-changer. For the first time, we’re bridging the gap between consumer spending and property investing, enabling customers to turn shopping rewards into real estate investments. It’s part of our broader mission to democratise property ownership and offer every individual a chance to build wealth through real estate.”

The collaboration is positioned as a new model for loyalty programmes, merging fashion, convenience, and investment opportunity, allowing members to enjoy their favourite brands while moving closer to home ownership.

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With the launch of passenger services to Hangzhou, China, Emirates SkyCargo — the freight division of the world’s largest international airline, is strengthening its commitment to East and Southeast Asia. The new route brings the airline’s total weekly cargo capacity in and out of the region to over 21,000 tonnes, spanning 25 gateways across 12 countries and territories — the most extensive and diversified network of any non-Asian carrier, a Dubai Media Office report said.

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The region, often dubbed the “factory of the world,” has long played a crucial role in global supply chains. Emirates SkyCargo’s presence reflects this importance: 44 dedicated freighter flights serve nine gateways, supported by 13 weekly charter services and 311 passenger flights utilising both Airbus A380s and Boeing 777s. The result? An Emirates aircraft takes off from East or Southeast Asia approximately every 30 minutes, ferrying goods across the globe with clockwork precision.

“East and Southeast Asia are not just anchors of our global network – they are shaping the future of global logistics and trade,” said Abdulla Alkhallafi, Vice President of Cargo Commercial, Far East and Australasia. “From cutting-edge manufacturing hubs to high-growth consumer markets, the region drives the pace of trade.”

Fueling global trade and regional growth

The cargo carried from the region reflects its economic dynamism. In an average week, Emirates SkyCargo transports:

• Over 1,300 tonnes of eCommerce shipments
• 450 tonnes of fresh produce, seafood, and perishables
• 180 tonnes of garments
• 100 tonnes of pharmaceuticals and medical devices
• 75 tonnes of electronics, including semiconductors and smart devices

This flow of goods is enabled by the so-called “Aerial Silk Road,” a modern-day air logistics network that mirrors the historic Silk Road, linking Asia to Europe, the Middle East, and beyond. With its global reach of 145 destinations, Emirates SkyCargo is also a key logistics player supporting China’s Belt and Road Initiative, facilitating connections to over 50 participating countries.

Strategic alliances for wider access

Strengthening its regional integration, Emirates SkyCargo recently formed a strategic partnership with Teleport, the logistics arm of AirAsia. This collaboration unlocks access to over 100 airports across Southeast Asia — many in secondary or tertiary markets — significantly enhancing the carrier’s flexibility and reach.

For businesses in the region, this means faster access to key markets in Europe, North America, and the Middle East, while global exporters benefit from deeper market penetration across Asia.

By expanding beyond its own fleet and tapping into strong regional networks, Emirates SkyCargo is reinforcing its role as a key enabler of trade for small, medium, and large enterprises alike.

Milestones and future outlook

Emirates SkyCargo has a long track record of innovation and pioneering routes. In September 2002, it became the first airline to launch direct freighter services between the Middle East and mainland China, flying between Dubai and Shanghai — well before passenger flights commenced.

Fast forward to 2025, the airline marked another milestone with the launch of its first scheduled freighter service to Narita International Airport in Japan. This route, the first direct cargo connection between Narita and the Middle East, caters to the export of high-value goods like pharmaceuticals, semiconductor components, and oversized machinery parts.

Looking ahead, Emirates SkyCargo’s ambitious 10-year growth strategy will continue to prioritize East and Southeast Asia, focusing on expanding routes, increasing frequency, and investing in strategic partnerships. By solidifying its presence in the region and ensuring seamless global links, the airline aims to not just meet — but anticipate and shape the future of global logistics.