Sheikh Dr Sultan bin Mohammed Al Qasimi, Supreme Council Member and Ruler of Sharjah, has approved 400 new government jobs in the emirate, which will be filled after the Eid Al Adha holiday.

Read-Sharjah approves new employee leave policy

According to a WAM report, priority will be given to university graduates who have already been qualified and trained through government human resources programmes.

The Sharjah Ruler also approved the implementation plan for the Sharjah Programme to Qualify and Train Job Seekers. The initiative will run from July 1 to December 31, 2025, with a total budget of Dhs55.8m.

The programme aims to enhance employment opportunities and support national talent.

Meanwhile, Sheikh Sultan bin Mohammed bin Sultan Al Qasimi, Crown Prince, Deputy Ruler of Sharjah, and Chairman of the Energy Council, chaired the council’s second meeting on Monday morning. The meeting reviewed key topics concerning the energy sector in Sharjah, focusing on current strategies and public policies across the energy and water sectors, as well as development plans to increase capacity while maintaining global sustainability and environmental standards.

Council members were briefed on the latest developments in the energy sector and the performance of relevant entities. Highlights included projects to diversify energy sources, advance systems and technologies in line with international standards, and support carbon reduction and neutrality goals.

The council also reviewed the outcomes of recent work visits to countries leading in sustainable energy and water practices. Discussions included future project proposals aimed at expanding clean energy sources and optimising the use of natural resources without harming the environment.

Succession and wealth planning are complex topics for any business owner — but for female entrepreneurs in the Middle East, the journey can come with added challenges. From family dynamics to access to quality advisors, the road to securing long-term financial stability often requires both professional and personal resilience.

Tim Denton TEP is the SEO of the DIFC Private Banking office for Habib Bank AG Zurich and also the head of the bank’s Wealth Structuring practice. He has been involved in wealth structuring for over 25 years, with 21 of those spent in Dubai. A qualified Trust and Estate Practitioner (TEP), Denton is a longstanding member of STEP Arabia and currently serves his second term as its Chair.

What are the challenges to planning for entrepreneurs in general?

One of the biggest challenges at the outset is persuading an entrepreneur, who will typically be fairly young for such conversations, that they need to consider succession planning. It’s not just about the possibility of them meeting an untimely end while running their business, but also the suitability of the current holding structure if the business grows or an exit is planned, either via a private sale or IPO.

What are the additional challenges for female entrepreneurs?

For female business owners, a significant challenge can be accessing good advisors and high-quality information. Being given the space by parents or male siblings to make independent decisions, without needing to follow ‘family guidance’, can also be difficult.

At HBZ, we’ve run a successful week-long ‘G3’ event for several years, bringing together the 30-40-year-old family members of our clients. We’ve seen excellent female participation. Sessions on business structuring are always lively, and the closed-door discussions with a family dynamics specialist have been especially appreciated.

What are the benefits of UAE common law foundations?

Recent changes in the UAE through common law foundations in the DIFC and ADGM have been a major step forward in succession planning. The vision of the UAE’s rulers in enabling such legislation is to be applauded — transforming a once difficult area into one with robust, accessible options.

These foundations are like incorporated entities but with no shareholders. No one owns the foundation, so if someone passes away, assets are unaffected. Entrepreneurs can hold their businesses under a foundation and clearly outline what should happen after their death — ensuring continuity without court processes.

The vast majority of wealth structuring discussions I have with clients now involve UAE foundations.

What about liquidity planning and financial protection for families?

Entrepreneurs must also consider how their family would be left financially if they pass away. Many businesses are closely tied to the founder and may fail without them. High-value life insurance (or Jumbo insurance) offers an affordable solution, providing funding and protecting both family members and business partners.

It allows a business to buy out a deceased partner’s shares — a win-win for both parties.

Any closing thoughts?

There is good advice available and some great solutions — but don’t wait until your business is ‘big enough’. The cost of delay could be much higher.

In recent months, WhatsApp has rolled out several new features aimed at enhancing communication and privacy for its users. The most notable update is the launch of WhatsApp for iPad, marking a significant step in the platform’s multi-device evolution.

Read-Starting July 1: WhatsApp Business rolls out major pricing changes

The new iPad app enables users to make video and audio calls with up to 32 participants, share their screen, and seamlessly switch between the front and rear cameras. Optimised for iPadOS, the app supports multitasking features like Stage Manager, Split View, and Slide Over, allowing users to chat while browsing or collaborating on group plans. WhatsApp for iPad is also compatible with accessories like the Magic Keyboard and Apple Pencil, further streamlining productivity, a WhatsApp blog said.

This version of WhatsApp is powered by the platform’s multi-device technology, which ensures messages, calls, and media stay synced across iPhone, Mac, and other devices—all while maintaining end-to-end encryption. Additional privacy controls, such as chat lock, allow users to safeguard conversations, even on shared devices.

Voice chat for group conversations

Another recent enhancement is the introduction of voice chat for group conversations. Originally available only to large groups, the feature is now accessible in group chats of all sizes. Users can initiate a voice chat by swiping up from the bottom of a group chat and holding for a few seconds.

Voice chats differ from traditional calls in that they don’t ring or notify members—participants can join or leave at their convenience. The session remains pinned at the bottom of the chat, making it easy to manage call controls and see who’s participating. As with all WhatsApp communication, voice chats are protected with end-to-end encryption.

Advanced Chat Privacy

In April 2025, WhatsApp introduced a new layer of user protection called Advanced Chat Privacy. This setting, available in both private and group chats, helps prevent content from being taken outside the app. With the feature enabled, users can block chat exports, disable auto-download of media, and restrict the use of messages in AI functions—enhancing confidence in private discussions.

Aldar has unveiled Fahid Island, a new Dhs40bn coastal wellness destination in Abu Dhabi, marking one of the emirate’s most ambitious mixed-use residential masterplans to date.

Located between Yas Island and Saadiyat Island, Fahid Island spans 2.7 million sqm and features 11km of coastline, including 4.6km of pristine beaches and lush mangrove forests.

Designed as a wellness-oriented sanctuary, the island integrates residential, leisure, education, and hospitality components, with every location no more than five minutes’ walk from the water.

The project includes more than 6,000 residential units, ranging from apartments and townhouses to ultra-luxury villas.

The first release, Fahid Beach Residences, will consist of seven beachfront buildings, each housing 65 residences.

Wellness is the cornerstone of Fahid Island

Aldar said the development will feature a 10km landscaped Berm Park, with running tracks and three cycling routes connecting to Abu Dhabi’s wider cycle loop.

The island is also home to a 2km waterfront promenade, Coral Drive retail boulevard, and curated wellness, dining, and hospitality offerings.

“Fahid Island is the latest chapter in our journey — building on the success of Saadiyat and Yas Islands to offer a new benchmark in premium waterfront living, wellness, and sustainable design,” said Mohamed Al Mubarak, chairman of Aldar.

Talal Al Dhiyebi, group CEO of Aldar, added that the project supports Abu Dhabi’s thriving real estate market. “With a gross development value of over Dhs40bn, Fahid Island is one of the largest mixed-use residential masterplans launched in Abu Dhabi and will ensure the emirate consolidates its position as one of the world’s most desirable destinations to reside, invest, and visit.”

Natural green spaces, eco-friendly mobility solutions

In line with Aldar’s commitment to sustainability, 30 per cent of the island’s area is dedicated to natural green spaces.

Fahid Island has received Fitwel certification — making it the world’s first certified wellness island — and holds LEED City and Communities Platinum precertification. It is also targeting an Estidama 3-Pearl rating.

The island will also feature a leading international educational institution to support Abu Dhabi’s ambitions of becoming a regional education hub.

Masterplan design features include pedestrian bridges, walkable streetscapes, shaded rest areas, and eco-friendly mobility solutions.

Prominent international architects, including Kengo Kuma, Koichi Takada, ACME, and NAGA Architects, have contributed to the island’s residential concepts.

Fahid Island adds to Aldar’s expanding portfolio of lifestyle destinations and reinforces Abu Dhabi’s positioning as a global destination for wellness, culture, and investment.

As Donald Trump passes the 100-day milestone of his second term as President of the US, the US Administration’s take on immigration, government bureaucracy, and the future of energy have all made front-page news. It is the topic of tariffs, however, that is compelling businesses and policymakers to turn headlines into action.

Back in April, the US announced a baseline tariff of 10 per cent on almost all imports into the country.

According to The White House, the move was intended to protect American jobs, American manufacturing, and the American economy at large. In the process, it has triggered a global rethink among governments over how to protect national interests of their own.

For the GCC, the direct impact of the new tariffs is relatively low. Between 2014 and 2022, the US share of GCC’s exports ranged between just 3 per cent and 6 per cent. What’s more, the region’s stability, strong energy exports, and sovereign wealth all combine to limit potential damage. Still, with seismic shifts underway globally, now is the time for the GCC to explore fresh avenues for collaboration, investment, and growth.

This preparation will require a multifaceted approach, including a mix of strategic thinking, business transformation, policy support, and assessment of the risks and opportunities ahead.

Trade in the time of Trump’s tariffs: Thinking strategically

Since the new US tariffs were announced, they have been imposed, modified, and paused multiple times. Yet, behind the uncertainty is a hard fact: the nature of trade is changing and there may be no going back. Already, long-standing multilateral arrangements are being replaced by bi-lateral deals, global investments are being redistributed, and supply chains are being broken down and rebuilt. Against this backdrop, public and private-sector decision makers in the GCC must think strategically and leverage their stability and strengths to prepare for the new-look future.

For policy makers: It is important to establish new strategic bilateral agreements with entities and conclude ongoing negotiations. This must be done in a way that both safeguards local industries and secures a place for the GCC in global supply chains.

The recent bi-lateral agreement between the US and UK serves as a useful example. On May 8, the US and UK announced a new deal, with tariffs on cars exported to the US from the UK being significantly reduced and the 25 per cent tariff on UK steel and aluminum scrapped altogether. Meanwhile, the US will have preferential access to UK aerospace components. It should be noted, however, that the initial 10 per cent tariff rate applied to the UK remains in place.

For businesses: There is now an opportunity to explore new markets, identify ways to integrate into the transforming global supply chains, pursue international partnerships and acquisitions or invest in overseas assets under new or improved conditions.

Meanwhile, corporations and governments alike can leverage the midterm benefits of shifting trade dynamics to facilitate the acquisition of technologies and purchase products at lower cost.

No room for complacency

The GCC is well placed to thrive in a new trade order, but it should remain vigilant for risks and opportunities on the horizon. One obvious focus area is energy, with the current trade uncertainty placing oil prices under short-term pressure. In a context of lower prices, GCC governments are likely to reconsider their spending plans while remaining poised to seize opportunities as they arise. Similarly, businesses in the region may need to update their business plans accordingly.

On the topic of spending, currency recalibration and dollar depreciation could lead to a reduction of purchasing power – yet it could increase GCC competitiveness too. The region’s trading position could also be aided by an easing in international competition, albeit brief, which may yield attractive deals in the form of favorable contracts or cheaper goods.

As the region weighs up the potential scenarios, it will be essential for public- and private-sector organizations to carefully assess the landscape.

For policymakers: Monitoring trade risks and applying the necessary safeguards are crucial tasks. Revision of monetary and labor policies can also help to balance the social and economic impacts of the new dynamics of global trade and global economy dynamics.

For businesses: A thorough assessment of the mid-term risks and opportunities, supported by sophisticated scenario-based thinking, is essential. This assessment should explore the potential for both increased competition and new market attractiveness, and provide answers to key questions across various possible scenarios : What better deals can we secure? What opportunities should we invest in? And what costs might arise along the way?’

Take a chance on transformation

As with disruption to any status quo, the new US import tariffs present economies the world over with formidable challenges – but there are opportunities for the taking too. For companies across the GCC, this period of flux offers the chance to build strategic resilience and increase the potential for growth.

For many organisations, seizing that chance requires more than surface-level change; it demands fundamental transformation. That means building new capabilities, entering new partnerships, and getting up to speed with changes on the ground, ready to seize fresh opportunities. Scenario-based analysis (taking into account various possible futures and thinking multi-optionally), as well as speed of decision-making, agility in implementation, and organizational responsiveness, are now essential parts of the strategic toolkit.

Right now, those opportunities could emerge from anywhere. With almost no industry or geography immune to the tides of change, new overseas investment and M&A prospects could rise to the surface. Meanwhile top talent is likely to be on the lookout for different, more stable positions both at home and abroad, offering GCC businesses a valuable chance to ramp up their capabilities.

From securing talent to signing deals, first-mover advantage will be key.

Think policy

As the region’s businesses step bravely into this new future, policymakers have a vital supporting role to play. Here, international dealmaking will be paramount – a skill that GCC governments have mastered over time, as evidenced by their lineup of alliances and bi-lateral trade agreements, and steady stream of FDI.

Policymakers can also support businesses across industries through targeted incentive schemes and regulation designed to positively impact international trade and give GCC companies a competitive edge.

The playbook of global trade is being rewritten. There are challenges ahead, but the GCC has a unique opportunity to pen a new chapter of its own.

The writer is a partner, Energy and Utilities at Arthur D. Little Middle East.