India’s civil aviation regulator has granted approvals for three new airlines to enter the domestic market, a move seen as a strategic response to recent operational disruptions at the country’s largest carrier and longstanding concerns about market concentration. According to Indian media reports, Shankh Air, Al Hind Air and FlyExpress have received no-objection certificates (NOCs) from the Ministry of Civil Aviation, setting the stage for expanded competition and capacity in one of the world’s fastest-growing aviation markets.

The approvals, confirmed by Civil Aviation Minister K. Ram Mohan Naidu on social media, come in the aftermath of widespread flight cancellations and scheduling turmoil at IndiGo earlier this month that left tens of thousands of passengers stranded. That episode, widely covered in Indian media, exposed structural vulnerabilities in a market where a few carriers dominate capacity and routes.

Read: IndiGo shares plunge 7.5% as staffing crisis triggers mass cancellations

The three new entrants vary in profile and planned focus. Uttar Pradesh-based Shankh Air, which had already secured its NOC, is targeting an early 2026 launch with regional operations centered on underserved northern routes. Al Hind Air, backed by the Kerala-based Alhind Group, intends to begin services from Kochi using ATR turboprops to strengthen intra-regional connectivity. FlyExpress is positioning itself as a domestic low-fare carrier with ambitions to serve both passenger and freight segments from Telangana. All three airlines will still need to complete regulatory and operational milestones before commercial services begin.

For industry stakeholders, the government’s intervention marks a clear shift toward diversifying India’s airline ecosystem and reducing reliance on legacy players. Currently, the domestic market is heavily concentrated, with IndiGo alone holding more than 60 per cent of capacity and the combined IndiGo/Air India Group duopoly accounting for over 90 per cent of traffic. That dominance has drawn scrutiny from regulators and corporate travel planners alike.

Market analysts say that bringing in new carriers could help ease price volatility and capacity shortages that emerged during the IndiGo disruption, while also stimulating investment in regional airports and feeder routes. For Gulf businesses with aviation ties, whether through aircraft leasing, hospitality, logistics or corporate travel procurement, the emergence of new Indian carriers presents both risk and opportunity. Increased competition could drive demand for ancillary services, ground handling partnerships and expanded interline agreements with Gulf-based airlines. Additionally, domestic Indian growth often feeds outbound international travel, with the Gulf region a key destination for Indian tourists, business travellers and migrant workers.

The ministry has framed its latest approvals as part of a broader policy to expand airline participation under initiatives such as UDAN, India’s regional connectivity scheme. Government and industry observers will be watching closely in 2026 as these carriers ramp up operations and test their ability to compete sustainably in a complex and capital-intensive sector.

Enterprises across the Middle East and beyond are accelerating investments in automation and artificial intelligence, yet many continue to struggle with a familiar challenge: converting promising pilot projects into sustained, enterprise-wide return on investment. According to Daniel Dines, founder and CEO of UiPath, the problem is rarely a lack of ambition or technology capability. Instead, it stems from how organisations approach scale, governance, and orchestration across the enterprise.

“One of the biggest challenges in scaling automation comes from approaching automation as siloed, point deployments rather than an opportunity to orchestrate complex systems all over the organisation,” Dines said. While individual departments may focus on optimising their own workflows, he noted that many processes across finance, operations, customer service, and compliance share common, repeatable steps. “Focusing on only one deployment can solve a single problem, but misses the opportunity to automate similar ones across the business.”

Another common pitfall is the selection of low-impact use cases. “Another common mistake is picking a use case with low impact or diluted, unsustainable ROI, making it hard to see the value of automation,” Dines said. This can leave automation initiatives vulnerable to budget scrutiny, particularly in uncertain macroeconomic conditions.

As organisations move beyond traditional robotic process automation towards agentic AI, these challenges become even more pronounced. “There’s a crucial factor needed to truly unlock scale—orchestration, the coordination of all these processes and workflows across the organisation,” Dines said. With AI agents increasingly introduced into enterprise environments, the need for orchestration grows. “Ensuring that employees, robots, and AI agents each operate on the types of work they are best suited to handle” is becoming central to enterprise automation strategies.

UiPath’s response has been to focus on a unified platform approach rather than fragmented deployments. “UiPath helps organisations solve these challenges by providing a unified platform for agentic automation, orchestration, and governance,” Dines said. “Instead of managing automation in fragments, you can orchestrate AI agents, robots, and humans end-to-end using a centralised control plane.”

The platform’s ability to support complex, high-value workflows has been a key differentiator, particularly in industries with heavy regulatory and operational demands. Dines pointed to pre-built agents and orchestration for processes such as claims, loans, disputes, and investigations as examples of where automation can deliver measurable business impact at scale.

These capabilities were highlighted during GITEX and UiPath’s FUSION Dubai event, where the company showcased regional customer success stories, including Etihad Airways, e&, and RAKBANK. According to Dines, these organisations are moving beyond experimentation to elevate their automation programmes with agentic AI.

CFO-led approach

As automation matures, Dines sees a shift in executive ownership, with the CFO increasingly emerging as a central sponsor. “CFOs are natural champions of automation because they think in terms of end-to-end outcomes that deliver bottom-line impact, not isolated tasks,” he said. Finance leaders also tend to operate in highly regulated environments and are often at the forefront of digital transformation initiatives, making them well positioned to drive enterprise-scale automation.

A clear example of this CFO-led approach can be seen in UiPath’s work with Canon. The company was facing a significant operational challenge driven by an influx of up to 5,000 vendor invoices each month, many of which were paper-based and contained complex data such as date ranges, serial numbers, meter readings, and variable charges. Processing these invoices manually was both time-consuming and inefficient, particularly given their low individual value.

“In less than nine months after deploying the UiPath Platform, Canon processed about 40,000 invoices, or about 4,500 monthly,” Dines said. While the initial goal was to achieve 75% straight-through processing, the results exceeded expectations. “The team initially had a goal of processing 75 per cent without human intervention, but achieved about 90% straight-through processing during that time period.”

For Dines, the significance of the Canon case extends beyond a single customer success story. “Their story is impactful, but the challenge they faced is not unique to only their business,” he said. “Every global or large organisation has a paper-driven, operationally intensive process like invoicing, procure-to-pay, or claims processes where the sheer amount of manual work involved has real revenue impact.”

This insight has shaped UiPath’s product strategy. “This is what drove us to create purpose-built solutions for automating large-scale, end-to-end processes that dominate the CFO’s world,” Dines said. By combining agents, workflow automation, and full orchestration, UiPath aims to simplify the application of agentic automation across specific industries and business workflows, accelerating time-to-value.

The Middle East presents both opportunity and complexity for automation at scale, with many enterprises operating large, legacy environments alongside modern digital platforms. Dines said UiPath has made targeted investments to support regional requirements. “The Middle East is a strategic growth region for us, and we are investing accordingly,” he said.

Automation Cloud

At GITEX, UiPath announced the expansion of its UAE footprint with the launch of Automation Cloud integrated with Microsoft Azure, a move designed to strengthen in-region access to agentic AI, UiPath Test Cloud, and other platform capabilities. “This move also reinforces our commitment to meeting data residency and sovereign policy requirements, which are critical for both public- and private-sector customers,” Dines said.

The company has also opened an office in Riyadh to support Saudi Vision 2030, ensuring local presence for enterprises and public-sector institutions. “The UAE and Saudi Arabia are among our fastest-growing markets globally,” Dines said, adding that UiPath’s regional infrastructure complements its global footprint across the US, Europe, Japan, India, and Singapore.

As AI-driven automation becomes more intelligent, Dines emphasised that UiPath’s strategy remains firmly human-centric. “Agentic automation is not just about efficiency; it’s about restoring meaning to, and elevating the impact of, human work,” he said. While customers are realising productivity gains, the broader objective is to free employees to focus on higher-value, more fulfilling tasks.

In the region, UiPath has partnered with the UAE AI Office to advance national AI objectives and launched the Saudi Digital Academy Bootcamp to build local automation and AI skills. “Change management and workforce development isn’t an afterthought; it’s built into how we deploy, train, and scale,” Dines said. “For us at UiPath, technology should amplify human potential, not replace it.”

Trust and governance are also becoming decisive factors as enterprises deploy AI in sensitive workflows. UiPath’s partnership with NVIDIA focuses on delivering “trusted agentic automation for sensitive workflows” through a new integration service connector. The collaboration enables enterprises to integrate generative AI features into applications while extending automation into on-premises and air-gapped environments — a critical requirement for regulated industries.

“In the UAE and Saudi Arabia, which are exciting growth markets for us, the demand for secure, in-region infrastructure is accelerating adoption, especially in government, BFSI, and healthcare,” Dines said. He added that the combination of UiPath’s UAE data centre, NVIDIA’s trusted AI infrastructure, and UiPath’s ISO/IEC 42001 certification for AI management systems provides enterprises with the confidence to scale responsibly.

“This isn’t just about faster adoption,” Dines said. “It’s about responsible adoption at enterprise scale.”

Dubai’s Events Security Committee has confirmed comprehensive security, transport, and service preparations for the 2025 New Year’s Eve celebrations, including 43 hours of continuous Dubai Metro operations and extensive road closures, as the emirate prepares to host large-scale festivities across multiple locations.

Building on last year’s successful framework, Dubai will once again be divided into four operational sectors — North, Central, West, and Maritime — to streamline coordination and ensure public safety in collaboration with strategic partners.

Fireworks across 36 locations, dedicated worker viewing zones

This year’s celebrations will feature fireworks displays at 36 locations across the emirate, including Burj Khalifa, Global Village, Bab Al Shams Desert Resort, Atlantis The Royal, Al Marmoom Oasis, Expo City, Dubai Frame, and Dubai Design District.

In coordination with the Permanent Committee for Labour Affairs, the Events Security Committee has also designated special viewing areas for workers, equipped with large screens and meal services. These zones allow workers to enjoy the celebrations safely while reducing movement towards high-density locations.

Security deployment and operational readiness

Dubai Police will deploy 8,530 officers and 1,145 patrols, supported by 33 marine rescue boats, Civil Defence vehicles, and ambulances. Six mobile operations rooms will oversee activities across the emirate.

Dedicated service tents will be established in Downtown Dubai, providing:

• Lost and found services

• First aid

• Logistical support

• Assistance for lost children

• Visitor guidance

The comprehensive plans were announced during a press conference at InterContinental Dubai Festival City, attended by senior officials from Dubai Police, RTA, Dubai Municipality, Dubai Civil Defence, Dubai Ambulance, Dubai Health, and representatives from 55 government and private entities.

Major General Khalil Ibrahim Al Mansouri commended the joint efforts, noting that preparations included coordination meetings, tabletop exercises, and site inspections at all 36 event locations. He confirmed the continued use of the sector-based operational model:

• North Sector: four event locations

• Central Sector: nine locations

• West Sector: 23 locations

• Maritime Sector: coastal and water-based events

He added that six mobile operations rooms will ensure seamless inter-agency communication.

Read: NYE 2026: Dubai to implement mandatory marine traffic management plan

Public appeal and emergency services

Major General Al Mansouri urged residents and visitors to cooperate with authorities, follow traffic instructions, and avoid congested areas. Emergency and non-emergency reports can be made via 999 and 901, respectively.

43-hour Metro operations and extensive road closures

RTA outlined a detailed transport and traffic management plan, particularly around the Burj Khalifa area.

Road closures

• Al Asayel Street (Oud Metha Road to Burj Khalifa): from 4:00pm

• Mohammed Bin Rashid Boulevard, Burj Khalifa Street, Al Mustaqbal Street: from 4:00pm, subject to parking availability

• Lower Financial Centre Street: from 4:00pm

• Upper Financial Centre Street and Al Sukook Street: from 8:00pm

Authorities advised guests with reservations in the area to arrive before 4:00pm.

Metro and tram services

• Dubai Metro Red and Green Lines will operate continuously for 43 hours, from 5:00am on 31 December 2024 until midnight on 1 January 2025.

Shuttle buses and parking

• 260 buses (20 double-deckers and 240 standard) will transport visitors to key locations

• 900 additional parking spaces at Al Wasl Club and Al Jaffiliya, with shuttle services starting from 3:00pm

Traffic lights will be monitored in real time, pedestrian routes clearly marked, and smart screens used to alert drivers to closures and alternative routes.

Municipality, Civil Defence and Ambulance readiness

Dubai Municipality will deploy 2,776 staff, supported by 246 vehicles, focusing on public health, food safety, park and beach management, and round-the-clock waste operations.

Dubai Civil Defence will deploy 1,097 firefighters and 123 advanced vehicles, following safety inspections at 257 critical facilities. The authority will also issue 500,000 safety SMS alerts to attendees.

Dubai Ambulance will activate 224 emergency points, deploy 593 paramedics, and position resources across major sites, including Dubai Mall and Burj Khalifa. A volunteer programme with 42 trained volunteers will support minor medical cases.

Healthcare preparedness

Khalifa Baqer, chief operating officer, Dubai Health, said: “Dubai Health has developed a comprehensive plan to ensure the provision of healthcare services during the New Year’s Eve 2025 celebrations, both on-site and at its medical facilities. A fully equipped field hospital has been established in the Burj Khalifa area, and seven medical points in the celebration zone have been reinforced with emergency medicine specialists. Additionally, six hospitals and four outpatient clinics have been placed on high alert to handle emergency cases. Moreover, 1,800 medical and administrative staff have been deployed across all Dubai Health facilities to guarantee patients receive prompt and efficient medical services.”

He added: “As part of its plan, Dubai Health also offers home care and telemedicine services to support patients in their homes. These services, along with others, can be accessed by contacting the call centre at 80060.”

Lieutenant General Abdulla Khalifa Al Marri stated: “As Dubai prepares to welcome the new year, Dubai Police and our key partners have stepped up the measures to deliver unmatched security and services during this global event. Over the years, our accumulated expertise has set benchmarks in event management, aligning with Dubai’s position as a leader in hosting world-class celebrations.”

Ministry of Human Resources and Emiratisation (MoHRE) has revoked the licence of Oud Al Reem Agency for Domestic Worker Services, operating in the emirate of Ajman, in coordination with relevant authorities, following confirmed violations of the Domestic Workers Law and its implementing regulations.

The decision was taken after MoHRE’s inspection system identified breaches of regulatory commitments governing domestic worker recruitment offices. The findings were supported by reports generated through the Ministry’s complaints management system and its proactive handling of customer grievances as part of ongoing regulatory oversight.

In a press statement, MoHRE reiterated its zero-tolerance approach towards non-compliance, stressing that firm legal action is taken against any domestic worker recruitment office found to be in violation of applicable laws. The Ministry confirmed that legal measures have been enforced against Oud Al Reem Agency and that local authorities have been notified to complete the necessary licence revocation procedures.

The agency’s owners have been instructed to regularise the status of domestic workers under their sponsorship in line with MoHRE regulations, in addition to settling all financial penalties arising from the violations.

Report negative practices

MoHRE urged customers to report any negative practices or observations related to licensed domestic worker recruitment offices via its call centre on 600590000. The Ministry reaffirmed its commitment to receiving and addressing complaints as part of its efforts to regulate the sector, enhance market competitiveness, and ensure compliance with labour legislation. These measures aim to protect the rights of all parties involved in contractual relationships, including employers, recruitment agencies, and domestic workers.

The Ministry also advised employers to deal exclusively with licensed and accredited recruitment agencies, noting that agency details are available on the MoHRE website. Engaging unlicensed entities may expose employers to legal accountability, as well as potential health and security risks, since unlicensed workers are not covered by the Ministry’s approved employment procedures.

MoHRE emphasised that the UAE’s domestic worker services market operates in accordance with high standards of governance and competitiveness, offering service packages aligned with humanitarian standards stipulated under the Domestic Workers Law and its regulations. This framework ensures balance and fairness for customers, workers, and recruitment office owners.

Read: UAE fines 40 domestic worker recruitment offices for violations in H1

Adhering to approved legislation

The Ministry commended the majority of domestic worker recruitment offices for adhering to approved legislation, highlighting their role in supporting sustainable economic growth and strengthening the UAE’s labour market leadership by delivering high-quality services and maintaining safe working environments.

MoHRE further noted its continued efforts to enhance the efficiency of domestic worker services through tighter market regulation, expanded worker protection, and inclusion under the social protection umbrella. Domestic worker services have also been integrated into the Ministry’s digital platforms and smart services ecosystem, including the Zero Bureaucracy programme and the Work Bundle services, following earlier integration into Dubai Now and Invest in Dubai platforms. Awareness initiatives for workers and recruitment office owners are also ongoing to strengthen compliance.

During the first half of 2025, MoHRE imposed penalties on 37 domestic worker recruitment agencies for a total of 107 violations, reflecting intensified enforcement efforts across the sector.