As the UAE accelerates toward its net zero 2050 goals, Al-Futtaim Toyota and Lexus are steering the automotive landscape into a new era of electrified mobility.

With hybrids taking centre stage as the most practical bridge between traditional and electric vehicles, MD Jacques Brent shares how the brands are aligning with the nation’s sustainability vision, investing in next-generation technologies, and redefining customer experiences in one of the region’s most dynamic markets.

How are you seeing customer preferences in the UAE shift between traditional, hybrid, and fully electric vehicles, and what role do you expect Toyota and Lexus to play in this transition?

We’re witnessing a fundamental shift in customer preferences and expectations. UAE buyers are increasingly looking for vehicles that combine sustainability, technology and value, and electrified mobility is at the heart of that change. Hybrid electric vehicles remain the strongest entry point today, as they deliver immediate fuel savings and reduced emissions without the need for charging infrastructure.

EV adoption is also accelerating as infrastructure grows and government support expands, driven by initiatives such as the UAE’s Net Zero 2050 strategy as well as Al-Futtaim Automotive’s own commitment to deliver 50 per cent new energy vehicles and 10 per cent of the country’s charging stations by 2030.

At Al-Futtaim Toyota and Lexus, we see our role not just as participants, but as architects of this transformation. Toyota’s multi-pathway strategy ensures we offer hybrid, plug-in hybrid, battery electric, and even hydrogen fuel cell vehicles to meet customers where they are, while Lexus has carved a leadership position in sustainable luxury with models like the LX700h, the brand’s flagship luxury hybrid electric SUV.

Together, we’re defining what the next chapter of mobility looks like in the UAE.

Sustainability is increasingly driving policy and consumer behaviour in the region. How is Al-Futtaim Toyota and Lexus aligning its strategy with the UAE’s broader green mobility agenda?

Sustainability is embedded in our DNA and is exemplified in Toyota’s global Environmental Challenge 2050. Locally, that means aligning with the UAE’s net zero ambitions through a portfolio of practical, scalable solutions.

We’ve introduced hybrid electric vehicles across multiple segments, expanded our EV roadmap.

We’re also collaborating closely with government entities and energy providers on infrastructure, research, and pilot projects in hydrogen and advanced mobility. Our focus is pragmatic: provide customers with technologies that reduce emissions today, while laying the groundwork for a carbon-neutral future.

The UAE is becoming a testbed for advanced mobility solutions, from EV infrastructure to autonomous driving pilots. How do you see Toyota and Lexus positioning themselves in this evolving landscape?

The UAE’s role as a hub for innovation aligns perfectly with Toyota’s multi-pathway strategy. Toyota is investing globally in autonomous technologies, hydrogen, and next-generation electrification, and through Al-Futtaim we are actively supporting the UAE as a proving ground for these solutions.

Whether it’s expanding EV infrastructure, piloting hydrogen mobility, or preparing the market for autonomous-ready vehicles, we see the UAE as a place where global innovation and local adoption meet. Toyota builds trust and scale at the mass-market level, while Lexus redefines sustainable performance and luxury. Together, we are committed to helping shape the UAE into a showcase for the future of mobility.

Beyond new car sales, how important is the certified pre-owned (CPO) market in the UAE, and how are you adapting your offerings to meet the needs of value-conscious yet brand-loyal customers?

The CPO market is critical, especially in a region where customers value both quality and value retention. Many customers want the reassurance of Toyota or Lexus engineering but at a more accessible price point. Our CPO program guarantees that vehicles undergo rigorous checks, come with full service history, and benefit from manufacturer-backed warranties.

This approach not only supports value-conscious customers but also extends the life cycle of vehicles in a sustainable way, ensuring quality mobility solutions are available across customer segments.

However, the value offered by our CPO programme also extends to customers purchasing new vehicles from Toyota and Lexus as well. They can rest assured that their new vehicles will retain their resale value at exceptional levels, due to their reputation for durability and reliability, and high demand in the pre-owned market.

With EV and hybrid adoption gaining momentum, what challenges and opportunities do you see in the aftersales and servicing side of the business in the UAE?

Electrified vehicles present both opportunities and a new set of requirements. On one hand, EVs have fewer moving parts, meaning lower long-term maintenance costs. On the other hand, customers need reassurance around battery health and servicing expertise.

We’ve invested heavily in training our dealer network, upgrading workshops, and equipping technicians with the skills to handle advanced powertrains.

For hybrids, routine maintenance remains straightforward, while for EVs, we’re building an ecosystem that covers everything from battery diagnostics to energy management. Our goal is to make ownership intuitive, reliable, and stress-free.

From your perspective, what other key automotive trends are shaping the UAE market today — whether that’s digital retail, financing models, connected car technology, or shifting customer expectations?

Several trends are converging. First, digital retail and omni-channel experiences are now expected, with customers researching, configuring, and even purchasing vehicles online.

Second, flexible financing models are growing, with younger customers looking for subscription-style access or shorter-term commitments.

Third, connected car technologies are moving from novelty to necessity, with features that integrate seamlessly into digital lifestyles.

All of these trends point toward one reality: customers want mobility that is smarter, greener, and more personalised. At Al-Futtaim Toyota and Lexus, we’re responding by expanding digital touchpoints, building flexible ownership models, and continuing to innovate around electrification.

For UAE residents, securing a US visa can often be an exercise in patience — with appointment wait times stretching for months and unpredictable embassy backlogs leaving travellers uncertain. Atlys, a travel-tech platform founded by Mohak Nahta, is seeking to change that by using data intelligence and automation to bring transparency and predictability to the visa application process.

“Visa timelines are primarily shaped by sustained demand and finite appointment capacity at consular posts,” said Nahta. “The UAE is a major travel hub with consistently high application volumes, and during periods of elevated demand appointment availability can become uneven and difficult to predict.”

Atlys was built to reduce that uncertainty. “Our platform continuously monitors appointment availability and surfaces new openings the moment they appear, giving applicants immediate visibility and a clear path to the next available slot,” he explained. “This approach helps many applicants complete the appointment stage in about eight weeks. We do not change government processes; we make them easier to navigate and more predictable for applicants.”

Real-time visibility meets regulatory compliance

Atlys’ model is powered by a purpose-built monitoring engine that scans publicly available embassy appointment data in real time. “We use purpose-built technology to monitor publicly available appointment information in real time and detect new openings as they are released,” said Nahta. “When availability changes, the platform notifies applicants so they can act promptly.”

He stressed that regulatory alignment is central to the company’s design. “Compliance is foundational. Atlys is engineered to operate with transparency and integrity and to align with applicable U.S. and UAE requirements. Our systems are intended to enhance visibility and reduce friction while fully respecting the boundaries of official processes.”

While visa processing often feels unpredictable, Atlys’ data models have introduced a level of certainty that traditional systems lack. “Over several years we’ve observed consistent patterns that allow us to forecast timelines with a high degree of accuracy,” said Nahta. “By combining those insights with continuous monitoring, we consistently help travellers reach an appointment in roughly eight weeks, fully within official guidelines.”

According to Nahta, these forecasts are dynamic. “Our predictive systems continuously ingest real-time demand and availability signals and adjust promised timelines accordingly,” he said. “When availability improves we can move timelines forward; when demand spikes we update expectations and communicate revised timing to users.”

Balancing automation and assurance

A key feature of Atlys is its AI-powered DS-160 form automation and mock interview tool, designed to help applicants prepare and submit error-free applications. But for Nahta, automation is only as effective as its accuracy and security.

“Security and privacy are non-negotiable,” he said. “Atlys employs 256-bit AES encryption together with strict internal and external access controls, and we are compliant with GDPR and ISO standards. These measures ensure user data is handled to independently recognised benchmarks.”

Automation, he added, is used to eliminate repetitive errors, not remove human oversight. “Automation is used to reduce clerical errors and accelerate repetitive tasks such as form population and document validation, which improves consistency and reduces the risk of simple mistakes. We also provide 24/7 customer support by live chat and phone so travellers can receive immediate clarification on requirements and status updates.”

The visa system is inherently a government function, but private innovation is filling gaps in accessibility and user experience. Nahta believes the relationship should remain complementary, not competitive.

“Atlys is designed to complement government workflows,” he said. “We do not replace official processes; we simplify them for applicants by clarifying requirements, reducing repetitive tasks, and providing reliable timelines.”

Read: GCC unified tourist visa set for pilot launch by late 2025

Predictability, he said, is the company’s core value proposition. “We provide an exact delivery commitment down to the minute. For example, ‘Your visa (decisions) will be ready on October 19 at 1:34 PM.’ That level of certainty allows customers to plan precisely and removes operational ambiguity.”

While the platform gained early traction with U.S. tourist visas, Atlys now supports visa applications for more than 100 destinations, including Schengen states and the United Kingdom. “We continue to deepen coverage across the GCC and other regions where applicants face appointment and documentation challenges,” said Nahta.

A key differentiator is Atlys’ data reuse feature, which allows verified applicant data to be securely applied across multiple visa applications. “Once a traveller completes one visa application, they can optionally reuse their verified data securely across other destinations so subsequent applications can be completed much more quickly,” he said. “In practice, that means users become visa-ready for 100+ countries, enabling applications to multiple destinations in a matter of seconds.”

Third-party visa services often face credibility challenges, but Nahta emphasised that transparency and accountability are central to Atlys’ model. “Credibility starts with visibility and accountability,” he said. “Atlys provides real-time status updates, clear step-by-step guidance, and transparent pricing so customers always know where their application stands and what to expect next.”

The company also offers refund protections and dedicated customer support. “We offer refund protections in the event of a visa rejection and back our service with continuous customer support,” he said. “Our objective is to deliver a professional, precise, and consistently excellent experience that removes uncertainty from the visa application process.”

Towards a digital mobility ecosystem

Looking ahead, Nahta sees technology and public policy converging to redefine how mobility is managed globally. “Global mobility is moving steadily toward digital frameworks,” he said. “E-visas, digital identity systems, biometric verification, and AI-assisted risk assessment are being adopted more broadly, which will make visa processing faster, more secure, and more consistent.”

“Atlys is built to align with that evolution,” he added. “As governments continue their digital transformation, our role will be to provide the user-centric layer that helps travellers navigate those varied public systems with clarity and confidence, contributing to a unified, seamless and trustworthy mobility ecosystem.”

In a world where new technologies and market trends emerge daily, the pace of business can feel overwhelming. As a leader navigating the dynamic landscape of the Middle East and Africa, I often find myself contemplating what truly contributes to achieving lasting success. Talent and agility are undoubtedly two core factors that are critical in helping companies today up the ante.

According to a recent World Economic Forum report, a staggering 65 per cent of companies in the MEA region identify the skills gap as a major barrier to growth. Clearly, the gig economy is transforming the game.

The global gig economy – or labour market characterised by flexible, temporary, or freelance jobs rather than permanent positions, where workers are hired for individual “gigs” or tasks, is now valued at $582bn, of which the MEA region accounts for $30bn, growing at an annual rate of around 14 per cent.

This phenomenal growth is no doubt, powered by the expansion of technology platforms, increasing freelancer participation, and changing work preferences worldwide.

In addition, this region is the fastest growing one anywhere for the gig economy, largely attributed to its primarily young demographic, high internet/ mobile penetration, and national initiatives like Saudi Vision 2030 and UAE Centennial 2071. Over 29 million participants contributed to the gig economy in 2023, with the UAE and Saudi Arabia standing out for their adoption of digital platforms and policy reform.

Freelance talent

HR professionals are realising that while traditional hiring models continue to remain relevant, they cannot be the only approach. Agility is an imperative that cannot be underestimated. This is why at Schneider Electric, we’ve integrated a global freelancing programme that feeds into our people strategy as a flexible solution.

With more professionals choosing freedom, flexibility, and variety that freelance work promises, a huge opportunity now exists for traditional employers to adopt digital platforms such as Upwork, Freelancer, Nabbesh, and Malt to connect with rising and senior talent, to fill critical gaps in areas such as consulting that require deep technical expertise. What’s more, regional fintech players, have improved access to opportunities and payments, especially for unbanked populations in Northwest Africa and Egypt.

In addition to bringing fresh perspectives and new energy, freelance employees contribute to shaping growth-minded strategies and solutions that we might not have considered otherwise, helping us adopt an “outside-in” mindset and embrace disruption.

Looking ahead, supporting the gig economy is not simply a matter of finding short-term help; it’s about fundamentally reshaping our talent strategy. The freelance economy isn’t a temporary trend or quick fix. It’s the future of work. And by embracing it, we’re not just closing the skills gap; we’re building a resilient, dynamic, and future-ready workforce for the Middle East and Africa region.

Expansion of the MEA gig economy

The MEA gig economy today is diversifying beyond delivery and ride-hailing, expanding into areas like IT, media, marketing, risk and consulting, and the creative industries. Specialised skills in AI, blockchain, and cybersecurity, for instance, often attract higher rates and platform demand.

Companies today have a responsibility to streamline processes and put in place effective data protection measures to ensure the security of the freelancers who bring immense value to our workplaces and immeasurably improve the creative and knowledge economy.

The writing is on the wall: the most successful organisations of the future, won’t be defined by a fixed team confined to a single office, but rather, will encompass a fluid, interconnected network of talent, ready to adapt to any challenge. The question is, perhaps, not when companies adopt this free-flowing recruitment structure but how efficiently they will do so.

The Ministry of Hajj and Umrah in Saudi Arabia has launched a new service through its Nusuk app, enabling citizens and residents to conveniently order 330 ml bottles of blessed zamzam water delivered directly to their homes anywhere in the kingdom.

With no restrictions on the quantity or frequency of orders, the service aims to facilitate easier access to this sacred water for all users.

Read more-Saudi’s new rule: All types of visas allow holders to perform Umrah

Orders can be placed through simple steps within the app, ensuring a seamless experience for residents across Saudi Arabia, a Saudi Press Agency report said.

Meanwhile, the General Authority for the Care of the Affairs of the Grand Mosque and the Prophet’s Mosque reported a remarkable total of 13.5 million visitors within a single week of Rabi Al Akhir (18 to 24 Rabi Al Akhir, 1447 AH). The Grand Mosque alone welcomed over 4.6 million worshippers, including nearly 24,000 performing prayers at Hijr Ismail and close to 2.8 million performing Umrah. At the Prophet’s Mosque, attendance reached over 5.1 million, with more than 340,000 visiting Al Rawdah Al Sharifah and over 523,000 greeting the Prophet Muhammad and his two companions.

To manage these unprecedented crowds efficiently, authorities have implemented cutting-edge technology using reader sensors at main entrances to precisely monitor worshipper numbers. This innovation allows real-time crowd flow analysis and improves operational efficiency, enabling authorities to better manage the massive influx in partnership with relevant entities. The move reflects Saudi Arabia’s commitment to leveraging technology to enhance the pilgrim experience while ensuring safety and comfort during peak religious events.

Across the Middle East, 5G is entering a new phase of maturity — shifting from a connectivity enabler to a catalyst for enterprise transformation. Petra Schirren, president of Ericsson Gulf at Ericsson Europe, Middle East and Africa, believes the region is already leading globally in leveraging 5G and AI to transform industries such as logistics, oil and gas, and public safety.

“There’s a lot in public safety, a lot of interest from ports, logistics companies, airports, oil and gas; all these have been big industries for us,” Schirren said. “The benefits of AI and cloud combined can really both enable efficiency in the ways that industries run their operations, and provide security and safety for people working for them; then there is also new types of use cases for revenue generation.”

According to Schirren, industry adoption is progressing steadily as enterprises build trust and confidence in advanced network capabilities. “It takes a little bit of time to get industries and people to be comfortable with security, with trust as well…in changing the way that they do business, but it’s progressing every day,” she added.

Defining differentiated connectivity

As operators evolve their 5G offerings, differentiated connectivity is emerging as a key value driver — enabling businesses to prioritise performance parameters based on use cases. Schirren explained the concept using a relatable analogy:

“With differentiated connectivity and what capabilities that standalone brings, you can basically put differentiated performance depending on what you want to do with it,” she said. “One of the operators we work with describe it as simple as saying first, business and economy class.”

This distinction, she noted, allows operators and enterprises to optimise network experience according to demand. “It could be about latency, it could be about performance, it could be about speed,” Schirren said. “It’s a different user experience depending on what you’re using it for and what you’re willing to pay for.”

6G on the horizon

While 5G continues to transform industries, Ericsson is already investing heavily in 6G research and development. “Standardisation has just started,” Schirren said. “Then, of course, we have worked on R&D for a long time.”

She explained that 6G will go beyond connectivity, enabling networks with sensory and autonomous capabilities. “It’s a lot about sensing capability. It’s a lot about being able to do things in an autonomous way, being able to do things without human intervention,” she said.

Some of these capabilities are already being integrated into 5G networks. “We’re starting that already now with programmable networks for 5G as well,” Schirren added. “Some of those capabilities are already being introduced, but we started taking it one step further to make it kind of sensory determined.”

Driving sustainability through smarter networks

Ericsson’s sustainability goals are deeply intertwined with its technology roadmap. “We’re working on our own products to ensure that every generation that we release is more efficient than the previous one,” Schirren said.

The company aims to achieve Net Zero emissions across its value chain by 2040, with a milestone of reaching Net Zero in its operations and a 50 per cent reduction in supply chain and portfolio emissions by 2030. “We work with all of our customers here, both on optimising the energy efficiency of their networks, optimising the site performance, and we also have solutions like connected recycling as well, where we’re actually taking care of the waste that is generated from our industry,” she said.

“For us, it’s one of our biggest core values to work on sustainability because we believe we want to be able to do more with less,” Schirren added. “As we do connectivity and innovation, we also have to care about the planet and the sustainability of what we put out in the market.”

At GITEX Global 2025, Ericsson highlighted the power of partnerships in accelerating digital transformation. “Of course, we work with our CSP partners. They’re one of our prime customers today, but we also have collaborations with other parts of the ecosystem,” Schirren said.

She emphasised that achieving national visions such as UAE’s Digital Transformation Strategy 2031 requires collective effort. “It’s very important to realise that if we want to bring the digitisation of nations vision to life by 2031, no one can do it alone,” she said. “It goes all the way from governments to our customers to, for example, other providers that might have particular applications or devices to run on top of our networks.”

Schirren expects the convergence of 5G, cloud, and AI to transform every sector in the region over the next five years. “When that all comes together, I think you will have impacts for every single industry,” she said. “Some [industries] might find it easy to adopt and go faster, but I think over time, it will impact all the parts, whether that’s consumers, every single enterprise or governmental operations.”

She pointed to growing investment in innovation clusters. “We’ve spoken with some of our customers now that are opening AI parks to bring together the complete ecosystem,” Schirren said. “Change will happen. Either you decide to be a part of it, or you else will sit on the sidelines.”

AI-driven connectivity in action

Ericsson is already deploying AI-enabled, mission-critical connectivity solutions across the GCC. “We work a lot with our customers on AI driven autonomous networks on the journey there,” Schirren said.

The company’s technologies are enabling predictive maintenance, network optimisation, and operational resilience. “We introduce a way of optimising energy efficiency of the networks, optimising root cause analysis for being able to predict when something happens rather than react when it has happened,” she explained.

“These types of new algorithms are part of what we deliver, as products, solutions and services,” Schirren said. “And with these capabilities as well, our customers are able to bring new services to the market as well, which is happening on a continuous basis.”

Ericsson’s vision for the Gulf is clear: to help nations and enterprises transition from being adopters of technology to architects of intelligent, sustainable, and autonomous digital ecosystems. As Schirren noted, progress is already visible and the foundations being laid today with 5G and AI will define how the region leads in the 6G era.