The Sheikh Zayed Grand Mosque (SZGM) in Abu Dhabi has moved up two places (from its 2024 ranking) to rank 8th among 25 key global landmarks in TripAdvisor’s 2025 Top Attractions category in its global report.

The mosque also retained its position as the number one attraction in the Middle East in this category, topping a list of the region’s 10 most iconic sites.

The ranking, based on reviews of more than eight million landmarks worldwide, places the mosque in the top one per cent globally.

The Sheikh Zayed Grand Mosque in Fujairah also made the list, ranking among the top 10 per cent of sites globally after recently opening visitor services.

Dr Yousif Al Obaidli, director-general of the Sheikh Zayed Grand Mosque Centre, credited the achievement to the UAE’s “visionary leadership” and the centre’s strategic focus on service quality. “This success crowns a continuous series of outstanding initiatives and services offered throughout the year,” he said.

The mosque attracts global visitors

The Abu Dhabi mosque draws more than seven million visitors annually, about 82 per cent of them from overseas.

New initiatives include general cultural tours, ‘Unseen Glimpses’ guided rides to restricted areas, Sura evening tours for 24-hour access, and El-Delleel multimedia guides in 14 languages, including sign language.

The centre has also expanded its cultural facilities with the Dome of Peace, Al Jami Library, a cultural auditorium, and permanent and temporary exhibitions on Islamic history and art.

These include Al-Andalus: History and Civilisation, Coins of Islam: History Revealed, and The Hajj: Memories of a Journey.

Sheikh Zayed Grand Mosque ranking: Numbers

• Sheikh Zayed Grand Mosque in Abu Dhabi ranked eighth globally in TripAdvisor’s 2025 Top Attractions list, up two spots from 2024

• Retains top spot as the Middle East’s leading attraction in the category

• Sheikh Zayed Grand Mosque in Fujairah ranked among the top 10 per cent of landmarks worldwide

• Abu Dhabi mosque welcomes more than seven million visitors annually, with 82 per cent from overseas

• New visitor offerings include ‘Unseen Glimpses’ electric car tours, Sura evening tours, and El-Delleel multimedia guides in 14 languages

In today’s volatile, complex, and ambiguous world, traditional leadership models have been fundamentally reshaped by forces that few could have anticipated. The rapid proliferation of artificial intelligence, shifts in workforce expectations, global economic uncertainty, and pressing environmental concerns have combined to create a demand for a new kind of leadership.

Organisations that want to scale efficiently can no longer rely on the comfort of consistency; success now depends on disruption and innovation, not only in products and services, but also in how an organisation is led.

Innovation as a leadership imperative

When we think about business innovation, it is usually in the context of start-ups or technological advancements. Still, in this age of disruption, it is innovation in leadership that will inspire, design, and drive purposeful change. Organisations must continuously adapt, and for leaders this means anticipating the future, managing ambiguity, empowering people, and delivering value in new ways.

Yet despite the dynamics of modern business, many industries remain entrenched in legacy systems that are resistant to change. In these slow-moving environments, innovative leadership is even more imperative. To transform mindsets and processes, leaders need to engage with stakeholders and align innovation with existing organisational values.

Cultivating the innovative-leader mindset

Becoming an innovation leader means combining foresight with practical tools to balance long-term vision with short-term realities. As educators, we recognise that building this mindset requires more than simply learning the theoretical concepts. It demands intentional development through reflection, experiential learning, and interdisciplinary exposure to create a decisive shift in how leaders view their role within an organisation.

Students are exposed to a systematic innovation process through problem framing, ideation, validation, implementation, and institutionalisation. They apply these steps to real-world challenges, often within their workplaces or in collaboration with local organisations. Innovation, in this context, isn’t abstract; it’s taught through design thinking, scenario planning, data-informed decision-making, and breakthrough problem-solving techniques.

Balancing disruption and stability

Innovation leaders need to develop the dual competencies of sustaining performance while steering transformation. On the one hand, organisations must explore new ways of working, while on the other, they need to preserve their core operations, protect stakeholder trust, and maintain strategic clarity. A theme we increasingly see in leadership education is not simply how to innovate, but how to do so without losing the organisational assets that already work.

Our approach is to train students to think in terms of both exploration and exploitation. Leaders must have the ability to exploit existing strengths while exploring new possibilities. This balance is critical in a region where organisations are modernising rapidly but often remain deeply rooted in local culture, regulatory environments, and societal expectations.

Innovating through resistance

Leading innovation in change-resistant sectors demands specialised, human-centric skills. Understanding organisational culture, stakeholder psychology, and group dynamics is crucial for implementing innovation in complex and challenging environments. Leaders need the ability to listen effectively, frame messaging strategically, and build alliances of support throughout their organisation.

The idea that leadership is as much about relationships as it is ideas is one of the guiding principles of our graduate programme. In developing this combination of skills – which is widely demanded but rarely taught – students learn how to manage resistance, reframe risk, and align innovation with strategic objectives. They simulate scenarios where innovation initiatives are pitched to sceptical boards or implemented in rigid environments; the kind of skills that could never be learned from a textbook.

Preparing innovation leaders of the future

In times of profound change, expectations are moving beyond the basic traditions of stewardship to demand leaders who can combine analytical thinking with emotional intelligence, and foresight with ethical responsibility.

This evolution has implications not only for how we lead, but also for how we learn to lead.

Graduate programmes in leadership and innovation should reflect this shift, moving beyond case studies and lectures to offer applied, interdisciplinary learning. Through faculty with hands-on, active research and consulting experience, and real-world global perspectives, students can learn the right blend of hard and soft skills, becoming better equipped to lead with purpose in fast-changing environments.

Dr Panagiotis Kokkalis is an associate professor of Business and Management and chair of the Business Department at Rochester Institute of Technology of Dubai.

PRYPCO Mortgage has facilitated one of the Middle East’s largest single-ticket retail mortgages, valued at Dhs94.5m, in a transaction ranking among the top three mortgage deals in Dubai’s real estate market over the past five years.

The transaction also lists among the top three mortgage deals in Dubai’s real estate market over the past five years, the company said in a statement.

Since its inception, PRYPCO Mortgage has arranged Dhs 9.67bn in mortgage deals up to June, positioning itself among the fastest-growing mortgage platforms in the region.

“This transaction reflects the trust investors are placing not only in our capabilities, but in the strength and resilience of the UAE’s real estate sector,” said Amira Sajwani, founder and CEO of PRYPCO. “As property financing continues to evolve, our focus remains on delivering seamless, accessible, and innovative mortgage solutions for all.”

The UAE has emerged as a regional leader in real estate financing, supported by a forward-thinking regulatory environment, robust investor demand, and a maturing property market.

Mortgage demand is growing from first-time buyers through to high-net-worth individuals seeking flexible and structured financing.

PRYPCO Mortgage is working with key banking partners

PRYPCO Mortgage, working with all major UAE banks, combines technology-driven services with advisory support, offering free consultations, fast-track pre-approvals, and tailored refinancing solutions.

The mega Dhs94.5m deal highlights the company’s capacity to handle complex, high-value transactions while maintaining efficiency and customer trust.

PRYPCO’s mortgage division continues to expand its portfolio in line with its mission to democratise real estate access and promote “real estate freedom for all”.

Read: Dubai launches tokenised real estate investment project via ‘Prypco Mint’

Q Mobility, a subsidiary of Abu Dhabi holding company ADQ, has signed an agreement with Khalifa Economic Zones Abu Dhabi (KEZAD Group) to develop and operate parking infrastructure across KEZAD Mussafah, including an 84,000 square metre truck-parking facility.

Under the agreement, Q Mobility will manage the truck-parking site in ICAD I – KEZAD Mussafah, aimed at easing congestion and improving traffic flow in one of the UAE’s busiest industrial areas.

The company will also oversee on-street parking across ICAD I, II and III, as well as Rahayel Automotive City.

Aimed at integrating KEZAD’s parking facilities

The initiative is intended to integrate KEZAD’s parking facilities into the broader urban infrastructure of Abu Dhabi, with services designed to support large fleet operators and improve overall mobility within the economic zone.

“As KEZAD continues to welcome world-class local and international businesses into its ecosystems, there is an impending need to streamline parking spaces,” said Abdullah Al Hameli, CEO, Economic Cities & Free Zones, AD Ports Group. “Teaming up with Q Mobility, we are assured of the best opportunity to explore the development of sustainable and integrated solutions.”

Q Mobility said it will introduce smart parking systems and value-added services aimed at improving user experience within KEZAD’s industrial and commercial zones.

“This agreement marks a key milestone in our ongoing efforts to enhance and integrate parking services across Abu Dhabi,” said Mohamed Hussein Karmastaji, CEO of Q Mobility. “It reflects our firm commitment to delivering smart and sustainable mobility solutions.”

The project is part of a wider effort to support traffic and logistics infrastructure in Abu Dhabi, aligned with the emirate’s goals for sustainable urban development and operational efficiency.

Abu Dhabi’s Mubadala Energy has completed a strategic investment in US natural gas through a partnership with private equity firm Kimmeridge, taking a 24.1 per cent stake in the newly rebranded Caturus, formerly SoTex HoldCo.

Caturus is developing an integrated US natural gas and liquefied natural gas (LNG) export platform, combining upstream operations under Caturus Energy — previously Kimmeridge Texas Gas — with Commonwealth LNG, a planned 9.5 million tonnes per annum export terminal near Cameron, Louisiana.

Commonwealth LNG has appointed Technip Energies for engineering, procurement and construction work and expects a final investment decision later this year.

The project has signed long-term binding offtake deals with Glencore, Japan’s JERA and Malaysia’s PETRONAS.

Deal marks Mubadala energy’s entry into US energy market

The deal marks Mubadala Energy’s first significant entry into the US energy market and forms part of its strategy to expand across the gas value chain while supporting the transition to lower-emission fuels.

“Today’s announcement is further evidence of our international growth strategy in action,” said Mansoor Mohammed Al Hamed, managing director and CEO of Mubadala Energy. “The platform’s integrated and responsible approach aligns with our plans to invest across the gas value chain in key global energy hubs where we can play a proactive role in balancing energy security and transition priorities while creating long-term value for our shareholder.”

Ben Dell, managing partner at Kimmeridge, said Mubadala Energy’s investment was “a strong endorsement of our strategy at Caturus” and that the partners aimed to create “the only fully integrated natural gas independent”.

As part of the deal, Mubadala Energy appointed COO Adnan Bu Fateem and SVP for Non-Operated Assets Khaled Al Tamimi to Caturus’ board of managers.

Bu Fateem said the company’s active investment approach would help “shape the strategic direction of this platform to ensure the commercial, operational and sustainability priorities are met.”

The transaction closed after clearance from the Committee on Foreign Investment in the United States (CFIUS).