Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister and Minister of Defence of the UAE, and Chairman of The Executive Council of Dubai, has approved a new package of artificial intelligence (AI) initiatives aimed at advancing the emirate’s digital transformation and strengthening its position as a global technology hub.

The approval was made during the second 2025 meeting of the Higher Committee for Future Technology Development and the Digital Economy, where Sheikh Hamdan reviewed recent progress and outlined next steps to expand AI adoption across government and key sectors.

Among the initiatives approved were the ‘AI Infrastructure Empowerment Platform’, the formation of the ‘Dubai AI Acceleration Taskforce’, and the launch of the ‘Unicorn 30 Programme’.

Sheikh Hamdan said Dubai remains committed to its goal of becoming “the world’s fastest, smartest and most prepared city to adopt future technologies and AI,” guided by the vision of Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai.

“Our vision is clear, and our priorities are well defined,” Sheikh Hamdan said. “We are in a constant race to enhance the readiness of our government entities not only to keep pace with future transformations but also to make the most of AI tools in delivering services that are more efficient, secure, and innovative, in line with the Dubai Economic Agenda (D33).”

He added that Dubai’s success is built on integration and collaboration across government entities, highlighting the emirate’s unified digital ecosystem that promotes data exchange, accelerates progress, and prioritises the well-being of its people.

The newly launched platform will enable government entities to accelerate AI adoption through a secure, integrated digital environment that offers advanced infrastructure and ready-to-use smart services. It aims to improve operational efficiency, reduce costs via shared infrastructure, and strengthen cybersecurity and governance frameworks to protect government data.

Dubai AI Acceleration Taskforce

The committee also approved the establishment of the Dubai AI Acceleration Taskforce, which will coordinate efforts among government entities and align AI strategies to support the emirate’s broader digital transformation goals.

The taskforce was formed following consultations between the Dubai Centre for Artificial Intelligence and Chief AI Officers from 27 government entities, identifying key opportunities to enhance collaboration and decision-making.

Unicorn 30 Programme

Sheikh Hamdan also approved the ‘Unicorn 30 Programme’, developed by the Dubai Chamber of Digital Economy with the participation of 80 local and international companies. The initiative aims to accelerate the growth of 30 startups in emerging sectors, helping them achieve unicorn status and strengthening Dubai’s role as a global entrepreneurship hub.

Launched under the Dubai Founders HQ umbrella, the programme includes ten initiatives focused on financing, growth, regulation, and governance to help startups scale globally and reinforce Dubai’s digital economy ecosystem.

GITEX Global 2026

The committee reviewed preparations for GITEX Global 2026, which will mark the 45th edition of the global technology event. Moving from the Dubai World Trade Centre to Expo City Dubai, the event will expand its international reach and content offering, with greater participation from global industry leaders and media. The relocation aims to provide a sustainable and advanced environment aligned with Dubai’s innovation vision.

Sheikh Hamdan was also briefed on recent achievements, including the launch of the Dubai PropTech Hub, announced in July, which aims to attract 200 property technology companies and create over 3,000 skilled jobs by 2030.

He was also updated on the operational strategy of Dubai Founders HQ, launched earlier this month following approval during the committee’s first 2025 meeting.

Dubai’s real estate market continues to outperform global counterparts, driven by a unique combination of population growth, strong foreign investment, a booming off-plan segment, and shifting lifestyle preferences in the post-pandemic era.

According to the Dubai Land Department (DLD), approximately 94,700 investors entered the market in the first half of 2025, marking a 26 per cent increase year-on-year. Notably, 59,000 were new investors, and UAE residents accounted for 45 per cent of this cohort, signaling robust domestic demand alongside global interest.

Read more-UAE real estate is the world’s new hotspot: Here’s why

Data from Hudson Real Estate’s Q4 2025 Dubai Real Estate Market Update indicates a solid year across residential segments:

• Residential sales prices rose by 20 per cent year-on-year
• Rental prices surged 19 per cent across key segments

While traditional hot spots like Downtown Dubai and Dubai Marina remain resilient, market momentum is becoming increasingly project-specific.

Broader gains are decelerating, and buyer attention is now focused on differentiated offerings within high-performing developments.

Top performing submarkets: Yields and growth

In Q4, certain communities have emerged as outperformers in terms of capital appreciation and rental yields:

• Arjan: 6.3 per cent price increase, 8.1 per cent estimated gross rental yield
• Jumeirah Village Circle (JVC): 3.4 per cent price increase, 7.3 per cent rental yield
• Dubai Hills Estate: 2.1 per cent price growth, with strong mid-to-premium end-user demand

These areas are attracting investors due to price accessibility and stable rental demand, making them attractive alternatives to the traditional luxury corridors.

Over 80 residential projects have launched across Dubai in 2025. Submarkets such as JVC, Arjan, and Al Furjan are seeing considerable off-plan activity, prompting a need for selectivity among investors.

Meanwhile, master-planned areas like Dubai Hills, Dubai Creek Harbour, and The Oasis continue to effectively absorb new supply. Their integrated amenities and long-term masterplans are proving key to sustained demand.

Rental market: A tale of two segments

Rental dynamics across Dubai remain stable, with high occupancy in most long-term and short-term categories:

• Short-term rentals are averaging 65–72 per cent occupancy across the city
• Long-term leases under Dhs120,000 per year show 88–90 per cent occupancy
• Premium rentals over Dhs300,000 face longer vacancy cycles and slower absorption

Gross yield calculations now require a realistic assessment of vacancy risk and cost structures, particularly in high-end segments.

Dubai’s real estate continues to attract a diverse international buyer base. As of Q4 2025, the top five nationalities investing in Dubai real estate were:

1. India
2. United Kingdom
3. Russia
4. China
5. Saudi Arabia, notably, the fastest-growing segment

GCC-based investors are increasingly targeting family-oriented communities, villas, and branded residences, aligning with the market’s broader lifestyle evolution.

Transaction volumes hit Dhs262bn in H1 2025

Dubai’s residential real estate sector recorded Dhs262.1bn in transactions during the first half of 2025, up 36.4 per cent in value compared to H1 2024.

While the topline figures are impressive, underlying shifts in buyer behavior and developer strategy are even more telling.

Amaal’s research reveals six major trends shaping the city’s real estate market in 2025, with implications for buyers, tenants, and developers alike.

Six structural trends redefining Dubai real estate

1. Off-plan sales take the lead

Off-plan transactions now account for over 70 per cent of all property sales in 2025, a Flexible payment plans, anticipated appreciation, and confidence in long-term development have tilted the market away from resales, A Cavendish Maxwell report titled, ‘Dubai Residential Market Performance H1 2025‘ conveyed.

Key zones witnessing strong off-plan demand include:

• Mohammed Bin Rashid City
• Dubai South
• Dubai Hills Estate
• Business Bay
• Downtown
• Jumeirah Village Circle

Emerging areas with improved infrastructure such as Dubai Production City, Dubai Silicon Oasis, Dubai Maritime City, and Downtown Jebel Ali are also gaining traction.

“We’re strategically expanding our footprint in these emerging zones, where we see long-term value creation potential,” said Patrick Rouse, Chief Development Officer at Deyaar Development.

2. Suburban shift gains pace

Rising central area rents are pushing residents to suburban locations. Areas like Dubai Silicon Oasis, Jumeirah Village Circle, and Dubai South are evolving into fully serviced lifestyle hubs.

With Dubai’s population now exceeding 3 million, the traditional boundaries of urban demand are expanding rapidly.

3. Wellness is the new standard

Developers are elevating amenities beyond gyms and pools. New projects increasingly include meditation decks, green walkways, co-working lounges, hydrotherapy pools, and pet-friendly zones.

This evolution reflects changing buyer expectations, especially in a hybrid work environment, and is now a defining feature in the mid to premium housing segments.

4. Sustainability drives buying decisions

Sustainability is no longer just a luxury touch. Green certifications like LEED, solar integration, and energy-efficient materials are becoming standard even in mid-market projects.

According to Amaal, sustainable features are increasingly influencing both purchase and rental decisions, particularly among international buyers and ESG-conscious investors.

Properties with smart cooling systems and utility optimization are also seeing reduced vacancy and better retention rates.

5. Rise of mixed-use developments

New projects are prioritising walkable urbanism, with vertical communities that combine residential, commercial, and social infrastructure.

These “vertical villages” offer co-working spaces, cafes, supermarkets, childcare centers, and wellness hubs, promoting a live-work-play ecosystem within the same building or neighborhood.

6. PropTech transforms property access and investment

From AI-enabled platforms to tokenised property investments, technology is revolutionising real estate in Dubai.

International investors from Europe and Asia are using AR/VR home tours, blockchain-based transactions, and predictive pricing tools to remotely shortlist and purchase properties, adding new global liquidity into the market.

While the record-breaking transaction values of 2025 may suggest a market peak, industry leaders argue this is part of a structural shift, not a speculative cycle.

“We are witnessing a long-term recalibration of the UAE’s global position,” said Patrick Rouse of Deyaar. “Dubai is now seen not just as an investment destination but as a place to live, work, and grow.”

The demand is increasingly driven by genuine interest in residency, business expansion, and lifestyle upgrades, not just capital speculation.

Looking head: Quality and vision to drive differentiation

Going forward, sustainability, technology integration, and community-centric planning will be the key differentiators in Dubai’s real estate market.

Developers are being called to raise design standards, enhance service offerings, and prioritize long-term value.

“At Deyaar, we’re aligning our pipeline with evolving buyer preferences. Our focus is on projects that reflect not just where Dubai is today, but where it’s headed,” said Rouse.

Dubai’s real estate market is not just weathering global economic shifts, it is actively transforming through innovation, strategic planning, and a redefined value proposition. With strong domestic and international investor participation, evolving buyer demands, and long-term vision from developers, the city is poised to maintain its upward trajectory well into the future.

As diversity, equity, and inclusion (DEI) take on new dimensions across the GCC, global companies are learning how to adapt their strategies to local values without losing sight of global standards. Henkel IMEA is also focused on shaping this balance.

From advancing gender equity and integrating AI into HR, to aligning localisation mandates with international benchmarks, the company’s approach reflects the evolving identity of the region’s workforce — one that values both cultural authenticity and innovation.

In this conversation, Ahmed ElNahal, head of HR for Henkel IMEA, discusses how the company is redefining DEI for the Gulf, the future of HR in a digital-first economy, and why the next phase of inclusion in the region is as much about belonging as it is about representation.

What emerging HR trends, such as hybrid work or employee wellbeing, do you see shaping the GCC workplace over the next five years?

The GCC workplace is evolving rapidly, and I see three trends shaping its future:

• Hybrid work as a permanent feature, but adapted to specific needs — balancing flexibility with in-person collaboration when necessary.

• Employee wellbeing as a business priority, not a benefit. This includes holistic programmes that address mental health, financial security, and family support.

• Skill agility as the new currency: organisations will prioritize continuous reskilling to keep pace with automation, AI, and sustainability demands.

Ultimately, the GCC is a region that blends tradition with innovation, and HR will play a central role in shaping workplaces where both can thrive together.

How are GCC organisations leveraging AI and HR analytics to enhance talent acquisition and retention in a competitive, digitally transforming market?

The GCC is at the forefront of digital transformation, and HR is no exception. Companies, including Henkel, are increasingly using AI-powered platforms to enhance recruitment, broaden reach, and minimise unconscious bias.

People analytics enable us to understand retention drivers, predict attrition risks, and design targeted engagement strategies based on data-driven insights.

The broader message here is that we must move from being reactive to predictive — where AI is an enabler.

That said, it is equally important to emphasise that AI does not replace the human element. The real differentiator will be having the right people who are equipped to use AI intelligently and responsibly.

How have you tailored DEI strategies to address the GCC’s unique cultural diversity, ensuring inclusion aligns with regional values like collectivism?

DEI has long been part of our way of thinking — and the GCC is no exception. Here, diversity is defined not only by nationality but also by the rich cultural blend of tradition, collectivism, and rapid modernisation.

In the GCC, nationality diversity is naturally an edge. With such a high representation of different nationalities in our workforce, nationality itself acts as an enabler. But our DEI agenda goes far beyond that. Our approach is to respect local values while integrating global best practices.

For example, we focus on creating platforms for cross-cultural collaboration that leverage the strengths of more than 60 nationalities represented in our workforce. We also adapt our programmes to emphasise family, community, and shared responsibility — values that resonate strongly in this region. This allows us to strengthen inclusion without compromising cultural authenticity.

The next level for us is to shift the conversation from diversity alone to inclusion — ensuring that everyone can co-exist in an ecosystem where their uniqueness is amplified, valued, and leveraged as an advantage. By focusing on inclusion, we can create an environment where cultural authenticity and global best practices reinforce one another.

What specific initiatives has Henkel IMEA implemented to advance gender equity in the GCC, and what broader lessons can organisations draw from these efforts?

Gender equity has long been a central pillar of Henkel IMEA’s DEI agenda. In the GCC, we have launched mentoring and sponsorship programs to accelerate female talent development in all functions. We were also early adopters of smart work and flexible models, helping women balance responsibilities without slowing career growth.

We also arranged leadership roundtables where female leaders engage directly with senior management. Importantly, Henkel has extended the duration of maternity leaves and introduced paternity leaves in our policy framework, ensuring both mothers and fathers can fully enjoy the “moments that matter.”

One of the key lessons we’ve learned is that advancing gender equity requires both structural enablers (like flexible policies) and cultural enablers (role models, storytelling, and visible leadership commitment). When both are present, progress is both tangible and sustainable.

How can HR leaders balance localisation mandates like Saudisation and Emiratisation with global standards to build sustainable talent pipelines in the GCC?

Localisation is a clear national priority across the GCC. We work to balance national mandates with global standards by focusing on capability building, long-term employability, and career growth opportunities.

We partner with universities and local talent pools to not only meet quotas but to develop future-ready leaders. We combine this with our global learning frameworks, ensuring localised talent is also equipped with international exposure and best practices.

This dual approach creates a sustainable pipeline of talent that meets national mandates while strengthening our global competitiveness. Our emphasis is always on competence.

In the GCC, we have the advantage of a strong educational system combined with increasing opportunities for young talent. When you merge that with professionals who are deeply familiar with the local culture and dynamics, localisation becomes an opportunity and an enabler instead of a constraint.

International Holding Company (IHC), a global investment firm, has acquired a majority stake in the state-owned First Women Bank Limited (FWBL) following Pakistan’s first-ever bank privatisation under the Inter-Governmental Commercial Transactions Act of 2022.

The acquisition marks a milestone in UAE–Pakistan economic cooperation and signals growing investor confidence in Pakistan’s financial sector and reform agenda.

Established in 1989, FWBL operates as a full-fledged commercial bank with 42 branches across the country, offering retail, SME, and corporate banking services.

IHC to recapitalise FWBL, launch modernisation

Under the agreement, IHC will recapitalise the bank to meet the minimum capital requirement and launch a modernisation programme aimed at transforming FWBL into a digitally driven, AI-enabled financial institution.

The strategy includes upgrading core banking infrastructure, automating operations, and integrating advanced analytics to enhance efficiency and customer experience.

As part of the overhaul, FWBL will undergo rebranding to reflect its expanded mandate of serving a broader customer base and promoting financial inclusion nationwide. IHC also plans to invest in workforce development, fostering a performance-oriented culture and upskilling talent to drive innovation.

“Our investment in First Women Bank Limited reflects IHC’s confidence in Pakistan’s financial potential and our shared vision for long-term economic growth,” said Syed Basar Shueb, CEO of IHC. “We aim to support the bank’s modernisation journey by leveraging technology, automation, and AI to strengthen financial infrastructure and create sustainable value.”

The deal follows IHC subsidiary International Resources Holding’s joint venture earlier this year with the Government of Balochistan, underscoring IHC’s growing footprint in Pakistan across finance, industry, and infrastructure.

Together, these initiatives reflect IHC’s long-term goal of fostering technology-led growth and deepening economic ties between the UAE and Pakistan.

Read: IHC to merge 2PointZero, Multiply Group and Ghitha Holding through share swap deal

Dubai is embarking on a major overhaul of its transport regulations and service standards, reflecting its long-term vision for safer, smarter, and more sustainable mobility. In a joint move, Dubai’s Roads and Transport Authority (RTA) and the Dubai Police General Headquarters have announced new regulations targeting the movement of delivery motorcycles on high-speed lanes, set to take effect on November 1, 2025.

Simultaneously, the RTA has reported significant improvements across the city’s taxi network, driven by the rollout of 28 development initiatives in 2025. These twin developments signify a coordinated effort to enhance public safety, customer satisfaction, and operational efficiency, key pillars of Dubai’s Economic Agenda D33, which seeks to double the emirate’s economy over the next decade.

Under the new rules, delivery motorcycles will no longer be permitted to use the two leftmost lanes on roads with five or more lanes, and the leftmost lane on roads with three or four lanes. On roads with two lanes or fewer, there will be no restrictions on which lanes delivery bikes can use.

Read more-Dubai’s RTA, DET issue new regulation to strengthen tourist transport sector

The regulations are part of a broader initiative to reduce road accidents involving delivery motorcycles, improve traffic flow, and bring Dubai’s road usage in line with international best practices.

“This decision is a result of ongoing coordination with public and private partners to enhance safety and service standards,” said Hussain Al Banna, CEO of the Traffic and Roads Agency at RTA.

According to Al Banna, the move supports key goals of the D33 economic plan while directly contributing to health, safety, and sustainability benchmarks. The regulation was shaped by specialised traffic studies and developed under RTA’s existing governance framework for commercial transport.

The rising toll of delivery bike incidents

The urgency of the regulation is underpinned by alarming statistics on traffic violations and accidents. Major General Saif Muhair Al Mazrouei, Assistant Commander-in-Chief for Operations at Dubai Police, cited data showing 854 accidents involving delivery motorcycles in 2024, followed by 962 in 2025, a troubling upward trend.

In terms of traffic violations:

• 70,166 violations were recorded in 2024.
• 78,386 violations were recorded in the first nine months of 2025 alone.

These violations stem from reckless and non-compliant riding on high-speed roads, often resulting in serious consequences for both riders and other road users.

“Motorcycles are among the most vulnerable modes of transport,” noted Major General Al Mazrouei. “Their lack of protective structure and high-speed instability make them particularly prone to fatal accidents.”

He added that the delivery sector, while economically vital, must adhere to higher safety standards to prevent further loss of life and injury on Dubai’s roads.

The regulation includes a tiered fine system to enforce compliance:

• Dhs500 for the first violation
• Dhs700 for the second
• Permit suspension for a third violation

Riders who exceed 100 km/hr on roads where the speed limit is 100 km/hr or more will also face escalating fines:

• Dhs200 for the first offence
• Dhs300 for the second
• Dhs400 for the third

Authorities are also planning a comprehensive monitoring system, with road signage clearly marking prohibited lanes for commercial motorcycles. These signs will be integrated with existing traffic signs that already restrict access for heavy vehicles and trucks.

Public awareness campaign and strategic coordination

RTA plans to roll out a public awareness campaign through various media and advertising channels in collaboration with the delivery companies operating in the emirate. The goal is to educate riders, reinforce the rationale behind the new rules, and promote a culture of road safety.

Al Banna confirmed that the RTA has worked closely with the Dubai Police, Department of Economy and Tourism, and private stakeholders throughout the development of these regulations. A series of meetings and consultations helped define the criteria and procedures to ensure the safety of delivery riders and other road users.

“The delivery sector has grown significantly in both demand and number of operating bikes. These reforms are necessary to keep pace with that growth responsibly,” he added.

To encourage widespread compliance, RTA and Dubai Police will honour companies whose riders follow the new lane-use rules. These firms will be recognized under the “Delivery Sector Excellence Award”, an initiative designed to incentivize best practices.

The award will serve multiple purposes:

• Encourage healthy competition among delivery operators
• Enhance road safety for all users
• Recognise distinguished performance in traffic compliance
• Support excellence in service delivery

This mix of penalties and rewards demonstrates the authorities’ two-pronged strategy—punish unsafe practices while celebrating model behaviour.

Parallel push to upgrade taxi services with 28 key initiatives

While delivery motorcycles are facing stricter oversight, Dubai’s traditional taxi services have been undergoing a quiet transformation of their own. The RTA recently reported the implementation of 28 development initiatives in 2025 aimed at improving comfort, efficiency, and service quality across the emirate’s taxi fleet.

These reforms target all aspects of the taxi ecosystem: passengers, drivers, and franchise companies.

“The completion rate of these initiatives reached 89.8 per cent by the end of Q3 2025,” said Adel Shakri, Director of Planning and Business Development at RTA’s Public Transport Agency.

Key improvements: From air quality to uniforms

The initiatives introduced by RTA include both technological upgrades and service enhancements. Among the most notable:

• Real-time air quality sensors inside taxis for passenger health and comfort
• Driver uniform upgrades with weather-adaptive fabrics and an increase in allocations to six sets per driver
• Leather seat upholstery replacing traditional fabrics, improving hygiene and comfort
• Onboard air fresheners to ensure a consistent pleasant atmosphere
• Integrated evaluation systems connecting customer feedback to RTA’s internal performance systems
• Incentive programmes worth over Dhs8m annually to reward drivers and companies for exemplary service

These measures form part of the RTA’s broader goal of supporting Dubai’s Smart City vision, while also aligning with leadership aspirations for improved quality of life and sustainable mobility.

Together, these announcements from the RTA and Dubai Police represent a comprehensive approach to transport reform in the emirate. Whether by enforcing strict delivery lane usage or elevating taxi service quality, authorities are making clear that safety, efficiency, and customer satisfaction are top priorities.

Both sets of reforms are strategically aligned with the Dubai Urban Plan 2040 and Economic Agenda D33, long-term blueprints designed to keep Dubai competitive, livable, and economically vibrant in a rapidly changing world.