The UAE Ministry of Education has announced a landmark move to institutionalise the daily noon prayer across all government schools in the country. In a statement shared on its official X account, the ministry confirmed that time will now be allocated each day for students to perform the noon prayer in congregation.

“The school is a home for values just as it is for knowledge,” the ministry said in its post. A video released alongside the announcement showed students giving the call to prayer and performing the noon prayer together in specially prepared halls. The footage also captured students arranging the prayer spaces and expressing enthusiasm for the initiative.

Mandatory curriculum guidelines for private kindergartens

In a parallel effort to embed national values early in a child’s educational journey, the ministry also announced in June 2025 the approval of mandatory guidelines for teaching Arabic language, Islamic Studies, and Social Studies at the kindergarten level in all private schools across the UAE.

These new guidelines will take effect starting from the 2025/2026 academic year and will be applicable to private institutions offering all approved curricula.

Read more-Dubai’s education sector: 25 new schools, ECCs, universities to open up

According to the Ministry, this initiative is designed to cultivate a generation that is proud of its national identity, proficient in Arabic, and grounded in Emirati values. “This move is aligned with the Ministry’s vision of enhancing national identity by supporting the teaching of Arabic, Islamic Studies, and Social Studies from the foundational years,” the Ministry stated in a report published by the Emirates News Agency (WAM).

Daily Arabic lessons and play-based social education

As part of the implementation, Arabic language lessons will be taught daily to all kindergarten students. Initially, this will be for 200 minutes weekly (40 minutes per day), increasing to 300 minutes weekly (60 minutes per day) by the 2027/2028 academic year. The curriculum will be delivered by qualified early childhood educators using age-appropriate, ministry-approved resources. This will apply to both native and non-native Arabic speakers.

Islamic Studies will be made mandatory for all Muslim kindergarten students in private schools, with 90 minutes of instruction each week. Schools may choose to offer this content in three 30-minute sessions or two 45-minute sessions.

To support the rollout, the ministry will provide instructional frameworks and clearly defined learning outcomes for each subject. Additionally, advisory visits to schools will begin in the 2025/2026 academic year, followed by regular inspections from 2026/2027 onward to ensure compliance.

Private schools will also be required to integrate key national themes, including family, UAE geography, environmental awareness, and social values, into the daily kindergarten routine. These concepts will be taught using a simplified, play-based learning approach, both inside and outside the classroom.

The Ministry emphasised that these reforms are part of a broader strategy to embed national identity from the earliest stages of education and to ensure consistency across the UAE’s diverse private education landscape.

Money20/20 Middle East, hosted in Riyadh, marked a historic moment for the region’s financial landscape, welcoming global leaders across fintech, banking, investment, and digital innovation. With more than 38,500 attendees, the event became the largest fintech gathering ever staged in the Middle East, and the second-largest globally, setting a powerful benchmark for future financial events across the world.

This year’s gathering brought together more than 450 global fintech brands and over 1,050 investors, signaling a surge in international engagement. Participation from global brands increased by 207 per cent compared to last year’s event at 24Fintech, while investor attendance tripled, showcasing unprecedented levels of international capital interest in Saudi Arabia’s fintech ecosystem.

Read more-Money20/20 Middle East kicks off as fintech momentum builds in Saudi Arabia

The event facilitated an impressive 2,288 pre-scheduled meetings between investors and startups, helping to create strong momentum for deal flow, partnerships, and value creation that will extend far beyond the headline figures.

These figures represent not only a significant increase in volume but also a powerful endorsement of Riyadh as a dynamic and increasingly important hub for global finance and innovation.

Saudi Arabia emerges as regional fintech epicenter

This record turnout reinforces Saudi Arabia’s position as the epicenter of fintech in the Middle East and a rising player on the global stage. The country now supports more than 280 active fintech firms and boasts a capital market valued at $640bn, highlighting Riyadh’s strategic role as the primary gateway for global investors seeking access to Middle Eastern financial markets.

Money20/20 Middle East provided a dynamic platform for transformative announcements and product launches. Over three days, Tamara made headlines by announcing a $2.4bn asset-backed facility, supported by global banking giants Goldman Sachs and Citigroup. In a similarly groundbreaking move, STV and Wamid, a subsidiary of Tadawul, revealed plans to build the Kingdom’s first private asset trading platform, a development with far-reaching implications for the region’s investment landscape.

As part of the event’s wave of innovation, Visa introduced a first-of-its-kind acceptance capability in Saudi Arabia. The new feature is designed to accelerate the enablement of digital commerce and significantly enhance how merchants accept and manage payments in the region.

Global technology powerhouses such as Google and Alipay also chose this platform to enter the Saudi market. Google Pay and Google Wallet were officially launched in partnership with Al Rajhi Bank and Riyad Bank, further validating the Kingdom’s growing importance in the global financial technology landscape. Collectively, these announcements underscore both international confidence in Saudi Arabia’s market potential and the ambitious local drive to build next-generation financial infrastructure.

Top global and regional leaders take the stage

Money20/20 Middle East convened the most influential voices in global finance, regulation, and technology to set the agenda for the next era of fintech. The opening day featured a focus on Saudi Arabia’s surging capital markets, AI-driven innovation, and major reforms. High-profile speakers included H.E. Mohammed Aljadaan, Minister of Finance and Chairman of the Financial Sector Development Programme Committee; H.E. Ayman M. Al-Sayari, Governor of the Saudi Central Bank; and H.E. Mohammed A. Elkuwaiz, Chairman of the Capital Market Authority.

On day two, discussions shifted to regulatory developments, inclusive innovation, and strategic capital deployment. Notable speakers included Hon. Caroline D. Pham, Acting Chairman of the US Commodity Futures Trading Commission; Mario Nobile of Italy’s Digital Agency; and Colin Payne from the UK Financial Conduct Authority.

Day three brought attention to stablecoin resilience, AI-powered infrastructure, and the importance of digital trust. Speakers included Dr Mohammed Rahim of Standard Chartered Bank; Nameer Khan, Chairman of the MENA Fintech Association; Tony Ashraf from BlackRock; and Sandra Ro, CEO of the Global Blockchain Business Council. Throughout the event, panel sessions and discussions reinforced how digital transformation, regulatory insight, and strategic partnerships are fundamentally reshaping financial services, with Saudi Arabia playing a leading role.

Aligned with Vision 2030: A strategic leap towarda diversification

These landmark developments are deeply aligned with Saudi Arabia’s Vision 2030, the country’s bold strategy to diversify its economy beyond oil and build a future-ready, globally competitive financial sector. Vision 2030 emphasizes attracting capital, talent, and technological innovation, and Money20/20 Middle East demonstrated that these goals are being actively realised.

Annabelle Mander, Executive Vice President at Tahaluf, stated:

“Money20/20 Middle East has redefined what a fintech event can achieve. Hosting more than 38,500 attendees, including global leaders, this is where the future of finance is being built. The scale of ambition on display is unprecedented. This event has proven that Saudi Arabia is not only a major fintech hub in the Middle East, but a driving force shaping the future of global finance.”

Steve Durning, Portfolio Director at Tahaluf, commented on the event’s concrete impact:

“Money20/20 Middle East has proven to be a catalyst for capital and collaboration. With more than 1,050 global investors and over 150 startups on site, the return on investment for participants is clear. This is where major partnerships are forged and where new entrants gain the visibility to scale. At Tahaluf, our focus is on building platforms that drive measurable growth for our partners, and this week Riyadh has set a new global benchmark for fintech investment and opportunity.”

Founding partners and innovation ecosystem

Founding partners of the event include Al Rajhi Bank, Riyad Bank, STC Bank, Saudi National Bank, Tamara, Visa, and Vision Bank, each demonstrating firm commitment to advancing fintech innovation across the region.

Strategic sponsors and partners powering the event’s innovation ecosystem include Abdul Latif Jameel, Barq, Banque Saudi Fransi (BSF), BIM Ventures, Elm, Ejada, Enjaz, MasterCard, Neo Leap, Saudi Tadawul Group (STG), SCCC by STC, SIMAH, Tamam, and Tiqmo.

Under the theme “Where Money Does Business”, Money20/20 Middle East featured dedicated partnership pavilions, executive networking lounges, and curated meeting programs, ensuring high ROI for both sponsors and exhibitors.

With billions now committed to new platforms, digital infrastructure, and high-value partnerships, the impact of Money20/20 Middle East is expected to drive job creation, enhance foreign direct investment, and firmly establish Saudi Arabia as a global fintech powerhouse.

Adel Mardini’s voice is calm, measured, but his plans are anything but modest.

“In 2025, we are entering the next level of our expansion,” says the founder and CEO of private aviation firm Jetex, speaking to Gulf Business in the company’s flagship VIP terminal at Dubai’s Al Maktoum International Airport (DWC).

“We are looking at a much larger global footprint, deeper infrastructure investment, and new technology in every part of the customer journey.”
Jetex today operates 37 locations worldwide, but by the end of next year this figure will grow to 75 locations.

This comes amid a changing passenger profile. Before Covid-19, Jetex’s typical private jet passengers were ultra-high-net-worth individuals from sectors like oil and gas, alongside government officials — most aged between 50 and 80.

Since the pandemic, that profile has shifted. Today, the average passenger is between 25 and 55, with a growing presence from the crypto, fashion, tech, and celebrity worlds. Many have migrated from first and business class on commercial airlines into private aviation, attracted by the speed and privacy.

Added to this, new deals, including partnerships in Asia and Latin America, have created footholds in markets traditionally dominated by local operators.

Mardini’s backstory has been told before, but it still underscores the drive behind Jetex’s expansion.

Born in Damascus, Syria, he moved to Dubai in the early 2000s, starting Jetex in 2005 with a single location. The vision was always global.

“I saw that business aviation needed more than just technical support: it needed hospitality, branding, and a consistent global experience,” he recalls.

From those early days, Jetex expanded cautiously, prioritising brand standards over speed.

“I’ve seen companies grow too fast and lose control. We’ve grown with a clear plan, and that’s why we can now accelerate.”

Saudi Arabia and the Red Sea

At the heart of Jetex’s next stage is Saudi Arabia. The kingdom’s tourism and aviation ambitions align closely with Jetex’s high-end service model. The Red Sea Project, a vast luxury tourism development on the west coast, is an early win.

Jetex is set to be the exclusive FBO (fixed-base operator) provider for Red Sea International Airport.

“That means we’ll be there from the very first flight, shaping the experience for every VIP and private passenger who arrives.”

This presence will extend beyond the Red Sea. Jetex is actively evaluating opportunities in Riyadh, Jeddah, and NEOM, positioning itself to capture a growing share of the kingdom’s private aviation market.

“Saudi Arabia is investing heavily in infrastructure and tourism. The private jet sector will naturally follow,” he says.

Operationally, Jetex’s Saudi facilities will mirror its Dubai flagship, with lounges, crew rest areas, concierge services, and on-site customs clearance.

“Our model is to replicate the same feel everywhere,” Mardini explains. “If you land in the Red Sea or Riyadh, it must feel like Jetex Dubai.”

Asia and beyond

While Saudi Arabia is a major focus, Mardini is equally bullish on Asia.

“Markets like Indonesia, Thailand, and Vietnam are at the start of their private aviation journey,” he says.

“There’s huge potential to build the infrastructure before demand spikes.”

Negotiations are under way for new facilities in Southeast Asia. Southeast Asia’s business jet market is forecast to grow at a compound annual rate of approximately 15.5 per cent between 2025 and 2030, according to Mordor Intelligence.

In parallel, Jetex is exploring secondary markets in Africa and Latin America, where business aviation demand is growing faster than commercial aviation capacity.

“These markets are fragmented, but that’s an opportunity,” Mardini says. “Our brand stands out immediately.”

Sustainability in the Skies

For Mardini, expansion isn’t just about geography.

“The future of our business also depends on sustainable aviation,” he says. “We’re investing heavily in SAF (sustainable aviation fuel) availability across our network.”

Jetex was one of the first private aviation companies in the UAE to make SAF available at scale, and Mardini sees adoption accelerating.

“We’re talking to aircraft manufacturers, operators, and fuel suppliers to ensure SAF becomes standard, not optional.

The UAE is a natural leader in this space: it’s committed to innovation, and the infrastructure is already here.”

He is candid about the challenges: cost, availability, and certification processes still hinder widespread use.

“But the demand from our clients is growing. Many are corporate customers who have their own net-zero commitments. They expect us to provide the fuel options that help them deliver on those goals.”

The eVTOL era

One of Jetex’s most forward-looking moves is its partnership with Joby Aviation and Archer in the eVTOL (electric vertical take-off and landing) sector.

“This is the future of short-range passenger transport,” Mardini says.

“We’ll be their infrastructure partner on the ground, making sure the client journey is seamless.”

The vision is ambitious: a passenger could board an eVTOL in a city centre, fly directly to a Jetex terminal, and connect to a private jet within minutes.
On arrival, the process works in reverse.

“We’ll handle everything — passenger greeting, luggage, security, and handover between eVTOL and jet,” Mardini explains.

Test flights in the UAE took place in recent months, with Dubai and Abu Dhabi identified as early launch sites.

“It’s not just about being part of the eVTOL story,” Mardini says.

“It’s about redefining what ‘door-to-door’ travel means for our clients.”

Operational Edge

Behind the luxury lounges and polished service is a highly tuned operational machine.

Jetex’s global network is supported by centralised flight operations in Dubai, where a 24/7 team coordinates everything from flight plans to ground handling.

“From the moment a client calls, our system kicks in,” Mardini says.

“We can arrange permits, fuel, catering, crew rest — everything — anywhere in the world within hours.”

This speed is backed by investment in technology. Jetex’s proprietary platform tracks flights, crew schedules, and fuel supply in real time, allowing for rapid adjustments if weather, traffic, or client needs change.

“Technology is not replacing our people,” Mardini stresses.

“It’s making them faster and more accurate.”

Looking ahead

The next five years will test Jetex’s ability to scale without compromising its high-touch service model. For Mardini, that balance is the point.
“If we can grow and still have our customers feel like we’re their personal aviation team, then we’ve succeeded,” he says.

With a dedicated focus on expansion, Jetex’s growth is not slowing.

“We’ve built a foundation,” Mardini says.

“Now it’s time to build the future.”

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Read the full cover article in the latest edition of Gulf Business Leaders:

The UAE’s construction sector is under increasing pressure to balance rapid urbanisation with the country’s net-zero ambitions. As one of the most resource-intensive industries, the sector faces growing scrutiny from regulators, clients, and investors. According to Mariam Azmy, chief people officer at Innovo, the key lies in integrating sustainability as a core business principle rather than treating it as a compliance obligation.

“The UAE’s commitment to net zero by 2050 has created a decisive framework for the construction sector,” Azmy explains. “This direction is reinforced by UAE Climate Law No. 11, which makes emissions reporting mandatory from 2025 and signals clear accountability for the private sector. At Innovo, we view sustainability as part of the business’ DNA, not just a compliance exercise. It reduces long-term risks, strengthens resilience, and supports national priorities around energy efficiency, green building codes, and climate action strategies.”

Innovo’s Decarbonisation Strategy, launched in 2023, places the company ahead of many regional peers. By setting Scope 1 and 2 net-zero targets and introducing Scope 3 disclosures, Innovo has signaled a serious commitment to contributing to the UAE’s low-carbon transition.

Among Innovo’s most notable initiatives are its solar-diesel hybrid power plants, designed for construction sites where grid access is delayed. The system combines renewable and conventional energy to reduce diesel reliance, supported by smart controls that balance the load in real time.

“On pilot sites, this has delivered up to 20 per cent reduction in diesel use, reduced tonnes of CO₂ annually, lowered operating costs, and improved site conditions through less noise and maintenance compared to diesel-only systems,” says Azmy. “From a people perspective, quieter, cleaner sites create healthier conditions for our workforce, while efficiency gains allow us to reinvest in welfare and training programmes.”

This approach demonstrates that temporary site power can become a lever for both decarbonisation and operational efficiency, offering a scalable model for the wider industry.

Closing the loop on construction waste

Circularity is another priority area. Innovo designs projects with waste reduction in mind—whether through optimised concrete mixes, recycled aggregates, or modular layouts that minimise offcuts. On the ground, sites segregate and recycle materials such as concrete, steel, timber, and packaging.

Through creative campaigns like the Waste to Wonder competition, employees are encouraged to repurpose materials and engage with circularity principles. “Alongside upcycling projects that repurpose site waste into functional items, these measures reduce virgin resource use, lower embodied carbon, and divert tonnes from landfill while embedding a culture of sustainability across our teams and supply chain,” Azmy explains.

As sustainability expectations rise, construction companies are also expected to raise standards across their supply chains. Innovo has developed a responsible sourcing framework that starts with supplier pre-qualification based on ESG criteria.

Read: Asian Paints Global CEO on CureAssure’s role in redefining sustainable construction in GCC

“We evaluate suppliers on their environmental practices, labor standards, certifications, and ability to provide traceability of materials,” says Azmy. “Beyond compliance, we collaborate with suppliers to raise standards, offering guidance and identifying opportunities for improvement.”

Practical examples include sourcing FSC-certified timber, piloting low-carbon concrete mixes, and mandating recycled content in aggregates. This collaborative model reduces reputational risk while driving innovation across the ecosystem.

One of the persistent myths in the construction sector is that sustainable practices inflate project costs. Azmy challenges this view: “Sustainability is a driver of efficiency and competitiveness. Many initiatives, such as our ‘Zero Rework,’ led by the Innovo Quality Team, directly cut waste, avoid rework costs, and save both time and resources.”

She adds that sustainability brings downstream benefits including green financing opportunities, reduced regulatory risk, and improved employee retention. “In short, sustainability is not a cost burden but a smart business approach that makes businesses more competitive and resilient.”

Client expectations are also driving change. Green certifications, low-carbon materials, water filtration systems, and supply-chain traceability are increasingly written into project tenders. “Third-party validations such as EcoVadis assessments are now part of tenders, reflecting how sustainability is tied directly to quality and compliance,” Azmy says.

For Innovo, this means adapting proposals to include energy efficiency, circular waste management, and sustainable material selection as standard practice. “This demand accelerates innovation across the supply chain and reinforces that sustainable construction enhances both long-term asset value and resilience,” she adds.

Innovo’s roadmap for sustainable growth

To position itself as a leader, Innovo is moving from pilots to measurable outcomes. Its i-Energy platform now tracks generator efficiency and fuel savings in real time, while solar-diesel hybrids already provide up to 20 per cent of site electricity from renewables. On materials, Innovo has introduced low-carbon concrete mixes and requires ESG disclosures from suppliers.

Looking ahead, the company is scaling digital twin technology, aiming to boost renewable energy share to 30 per cent of temporary site power, and expanding circular initiatives. Investments in worker welfare and training are also central to Innovo’s sustainability agenda.

“Sustainability is no longer a ‘nice to have’ in UAE construction; it is becoming integral to how projects are planned and delivered,” Azmy concludes. “Projects that are efficient, resilient, and low carbon will be the ones that stand out, both locally and globally.”

In a landmark step to deepen the India-UAE economic partnership, the UAE-India Business Council – UAE Chapter (UIBC-UC) convened a high-level closed-door meeting today in Dubai, bringing together senior government officials and business leaders from both nations.

The meeting was attended by Piyush Goyal, India’s Minister of Commerce and Industry, and Dr. Thani bin Ahmed Al Zeyoudi, UAE Minister of Foreign Trade, reflecting the strategic importance both governments place on strengthening bilateral ties. Also present were Sunjay Sudhir, Indian Ambassador to the UAE, Satish Kumar Sivan, Consul General of India in Dubai, and Shri Aseem R. Mahajan, Additional Secretary (Gulf), Ministry of External Affairs.

UIBC-UC leadership included Faizal Kottikollon, chairman of KEF Holdings and chairman of UIBC-UC; Rizwan Soomar, CEO and managing director – Middle East, North Africa & India Subcontinent, DP World, and Co-Chair of UIBC-UC; and H.E. Major General (Retd.) Sharafuddin Sharaf, Vice Chairman of Sharaf Group. Board members such as Nilesh Ved, chairman of Apparel Group, and Ankur Gupta, head of Corporate Affairs & Growth, MENA at Tata Sons, also participated.

Founding members in attendance included Siddharth Balachandran, executive chairman and CEO of Buimerc Corporation; Amit Jain, Group CEO of Emaar; Rikant Pittie, co-founder of EaseMyTrip; and Neeraj Makin, senior EVP and group head – Strategy, Analytics & Venture Capital at Emirates NBD. Secretariat members Kshitij Korde and Neha Sahni played a key role in facilitating the dialogue.

Read: UAE, Angola sign CEPA to boost trade and investment

At the core of discussions was the Comprehensive Economic Partnership Agreement (CEPA) and its transformative effect on the India-UAE corridor. In the first half of 2025 alone, CEPA drove a record $37.6bn in non-oil trade — a 33.9 per cent year-on-year increase. The agreement has boosted sectoral diversification across gems and jewellery, food processing, telecom, green energy, and digital services, while also catalysing collaboration in emerging fields such as AI, space technology, sustainability, and financial integration.

The UAE’s role as a preferred investment hub for Indian HNWIs and family offices was also highlighted, with participants noting the creation of powerful synergies and joint ventures that align long-term growth strategies between the two nations.

During the meeting, UIBC-UC launched its latest research paper, Strength in Synergy: Unlocking India-UAE CEPA Global Potential. The study positions CEPA as more than a bilateral trade accord, instead framing it as a cornerstone of strategic collaboration across industries and geographies.

“CEPA is no longer just a trade pact, it’s a blueprint for the future,” said Faizal Kottikollon, chairman of UIBC-UC, in the foreword. “This partnership exemplifies how political will, shared vision, and aligned strengths can co-create a model for cross-regional cooperation, innovation, and global leadership.”

Building on UIBC-UC’s 2023 report, The India-UAE Odyssey, the new publication dives deeper into CEPA’s operational impact, offering insights on scaling the agreement into a global model for resilient, innovation-led growth. With both countries active in BRICS, the G20, and the India-Middle East-Europe Economic Corridor (IMEEC), CEPA is poised to shape global trade governance and sustainable development.

“By combining India’s manufacturing and tech strengths with the UAE’s infrastructure, investment depth, and global reach, we are charting a new era of collaboration that is future-proof, inclusive, and globally resonant,” Kottikollon added.

The report outlines a roadmap for policymakers, investors, and enterprises, calling for closer cooperation in clean energy, education, research, digital integration, and human capital development.

The closed-door session concluded with a luncheon hosted by UIBC-UC, providing an exclusive opportunity for industry leaders and government delegates to engage directly with the Minister’s high-level delegation.