Abu Dhabi Global Market (ADGM) has recorded a strong start to 2025, posting significant year-on-year growth across its ecosystem in Q1, as investor confidence and international interest in the UAE capital’s financial centre remain high.

Backed by major regulatory developments, global engagement and jurisdictional expansion, ADGM‘s Q1 performance reflects the continued momentum from a record-breaking 2024.

“ADGM’s Q1 2025 performance marks the beginning of another landmark year,” said Ahmed Jasim Al Zaabi, chairman of ADGM. “This is not just a reflection of ADGM’s capabilities to deliver sustained growth, but also the trust it has gained among global and regional institutions.

“ADGM continues to expand and diversify with purpose, welcoming leading firms, deepening international partnerships, and driving digital and sustainable transformation across sectors.”

At a glance: ADGM’s key growth areas in Q1

• Assets under management (AUM): AUM grew 33 per cent from Q1 2024. A total of 119 fund and asset managers now manage 184 funds.

• Licences: The number of new licences issued increased by 67 per cent year-on-year.

• Entities: Operational entities surged 43 per cent to 2,781. Financial services entities rose 26 per cent to 367.

• Workforce: More than 29,000 people are now employed on Al Maryah Island, up 17 per cent from the previous year.

• Work permits: 3,509 new work permits were issued for businesses establishing on Al Reem Island.

Expanded international presence and strategic engagements

• In January, an ADGM delegation attended iConnections Global Alts in Miami, held bilateral meetings in New York and Washington, and joined a panel titled “Abu Dhabi: The Capital of Capital”.

• In February, ADGM participated in a high-level UAE-China delegation led by ADDED, supporting efforts to deepen bilateral economic ties.

• In April, ADGM conducted nearly 30 strategic meetings in Japan with institutions focused on private banking, wealth management and family businesses.

Al Reem Island integration and new incentives

• More than 600 new businesses established on Al Reem Island and 500 existing firms migrated to ADGM licensing during Q1.

• ADGM revised its fee structure in January, slashing commercial licence fees by 50 per cent or more for non-financial and retail businesses. A flat licence fee of Dhs1,000 was introduced to boost SME access.

Digital and blockchain developments

• In March, ADGM signed an MoU with Chainlink to enable compliant tokenisation frameworks.

• Stacks Asia and Bitgrit joined ADGM under its DLT Foundations framework.

• ADGM launched an all-in-one mobile app offering compliance tools, licence renewals and regulatory updates.

• A new digital real estate platform was introduced, enabling fully virtual sale and purchase transactions.

Read: ADGM unveils ‘Virtual Sell and Purchase Service’ for property sector

Focus on sustainable finance

• The Abu Dhabi Sustainable Finance Declaration reached 170 signatories, including Aquila Capital, Century Financial, Oryx Global Partners, PwC and Olive Gaea.

• The initiative continues to promote ESG integration in the region’s financial sector.

Human capital and UAE National empowerment

• ADGM Academy created 800 job placements for UAE Nationals across nine career tracks.

• Signed strategic MoUs with Arab Youth and the Federal Tax Authority to support upskilling in technology and finance.

• Published six research papers on the impact of AI in the UAE financial sector via the ADGMA Research Centre.

As the financial centre continues its expansion and regulatory innovation, it expects further growth in 2025, particularly from financial markets in Europe and Asia.

In the high-stakes world of international events, delivering flawless execution while juggling complex logistics, tight timelines, and diverse stakeholders is no small feat.

Danny Klima, venue portfolio director at Ethara, shares how project management principles are at the heart of the success of iconic events like the Formula 1 Etihad Airways Abu Dhabi Grand Prix last year.

With over two decades of global experience and 18 years in the UAE, Klima reflects on how certifications from the Project Management Institute (PMI) have shaped his leadership, fostered sustainability, and driven innovation — all while ensuring Abu Dhabi remains a world-class events destination.

How has your project management training supported the successful delivery of the Abu Dhabi Grand Prix?

Live events have their own set of inherent uncertainties and risks involved with anything from weather conditions, logistical issues and last-minute changes impacting deliverables..

We need to be agile and quick to adapt and turn things around whatever the disruptions as the event has to go live.

My Project Management Professional (PMP) and Program Management Professional (PgMP) certifications gave me the tools to lead cross-functional teams with a leadership style that balances decisiveness and collaboration. These qualifications also helped me foster synergy across technical teams and international stakeholders while embedding a culture of accountability.

In the end, the outcome is the most crucial part of it all, and if we are able to navigate the challenges and have a process-driven approach while remaining quick on our feet to counter unexpected challenges on the way, we have a win-win situation in hand.

Sustainability is another key focus. I used my training to embed sustainability within every phase of the project — from work breakdown structures and programme architecture to delivery and post-event evaluation.

This structured approach helped us integrate innovations like renewable energy and waste-reduction strategies into the planning and execution process.

What are some of the key sustainability initiatives at the Grand Prix?

Sustainability is a fundamental part of our event blueprint. The Grand Prix operations teams are quite process-driven to ensure efficiency and they are already dialed into sustainability. Our sustainability initiatives, be it around advanced technology to reduce our energy consumption — all of our track lights are LED so it reduced our electricity demands — or our renewable project, where we commissioned a one-megawatt solar car park, are really a fundamental part of the business.

F1 has a sustainability steering committee that ensures sustainability is embedded into department objectives. For a massive event like this where we have 70,000 spectators coming to an event for a 10-hour day, the impact can be huge. We focus on plastic and waste, wellbeing, energy use, fan travel, how fans get to the venue, how the event impacts the local community, and, of course, carbon. And we think about air quality. We think about noise. We think about groundwater pollution.

We initiated a shift to e-tickets as part of our waste management agenda a few years ago. We didn’t have to produce the plastic cards, or the lanyards. We didn’t need planes and trains and buses to ship the tickets all around the world. So we eliminated all of that waste and logistics from the event, which we’re really proud of.

We’re an old venue. Yas Marina Circuit has been operating since 2009, so we have a lot of old technology. Converting everything to LED lighting has definitely helped. Even simple solutions like having water diffusers on the bottom of taps has helped to reduce wastage especially when we have 70,000 people using the venue.

We work with suppliers with sustainability strategies, who have frameworks and net-zero ambitions, and help us deliver our objectives as well.

As for how we measure the success of our sustainability drive, we have a robust customer feedback survey which enables us to work around our limitations and scale up our success. We also ensure we are up to date with our certifications which showcases our adherence to sustainable measures. We also get scored by Formula 1 for our sustainability plan around plastic and waste, well-being and nature, energy, fan travel, local community and carbon. Formula 1 sets some stringent guidelines and their feedback mechanism through scoring and awards enable us to ensure we are on the right path.

Looking back at the 2024 Formula 1 Etihad Airways Abu Dhabi Grand Prix — what was a key learning from this edition?

The 2024 edition marked the culmination of a high-stakes season, and delivering such a multifaceted event reinforced the importance of stakeholder alignment and agile planning. Whether coordinating race-day operations or managing back-to-back headline concerts, the key learning was the need for real-time responsiveness grounded in a robust project framework. These insights will help us elevate future editions even further.

How has technology — especially AI and data analytics — changed how you plan and execute events?

Adaptability is key to success in this field. Data analytics has helped us optimise resource allocation, forecast demand, and reduce waste. For Formula 1, we often need to know attendee needs before they do — and AI is helping us do just that. Emerging tools are improving our ability to anticipate issues and personalise experiences, and I’m excited about the continued role of AI in shaping how events evolve in the coming years.

You’ve lived in the UAE for nearly two decades. How has the local culture influenced your approach to event management?

The UAE’s emphasis on hospitality and inclusivity aligns beautifully with our goals in event delivery. Working in Abu Dhabi has taught me the value of adaptability and cultural sensitivity. The local tradition of blending innovation with heritage has helped shape my approach — whether it’s integrating advanced technology or meeting global standards while honouring local customs.

What does the future look like for Abu Dhabi as a global events destination?

Abu Dhabi’s transformation into a holistic world-class leisure and lifestyle destination is purely a byproduct of the leadership’s ambitious vision backed by heavy investment into innovation that marries technology with sustainability. There are of course challenges with regards to climate and logistics and navigating permits, regulations and legal requirements. But at the end of the day, the steadfast vision to offer a memorable experience for all visitors backed by best-in-class practices and world-class infrastructure along with a robust investment into skilled workforce has ensured the emirate has been able to attract a diverse range of footfall. There is huge potential here for the global events industry and what makes the venue truly unique is the adherence to local culture while not compromising on offering the very best of services to guests.

An international event like the Formula 1 Grand Prix draws its own unique crowd – from spectators to vendors to the real heroes on track. The emirate has proved over the years that it can host world class events where technology, innovation and creativity come together intricately to offer a truly memorable experience for all involved. And the cred

The AI revolution isn’t coming — it’s already here. But for most business leaders, bridging the gap between AI hype and actionable strategy remains a challenge. Enter the Generative AI Scholars Programme, a joint initiative by Accenture and Stanford University, now being rolled out across the Middle East.

In this interview, Abir Habbal, Data and AI Strategy & Consulting lead at Accenture in the Middle East, explains what makes this programme more than just another executive course. From bite-sized modules grounded in Stanford’s academic legacy to real-world applications tailored for the region’s ambitious digital visions, this programme is designed to turn C-suite curiosity into capability.

Habbal also shares why the UAE and Saudi Arabia are ideal launchpads, highlights the top misconceptions around AI adoption, and offers a glimpse into the real business impact already emerging from this new generation of AI-savvy leaders.

In your view, what role can executive education like this play in accelerating the region’s digital transformation — and what’s still needed to close the gap between ambition and impact?

Executive education programmes are instrumental in accelerating the Middle East’s AI transformation by comprehensively equipping leaders for the AI era. They are crucial for building AI-literate leadership, empowering decision-makers across the GCC to not only understand AI’s potential but also to strategically apply it within their organisations. This involves a fundamental shift in mindset: moving from viewing AI purely as an IT function to recognsing it as a catalyst for business model transformation and sustainable growth.

By fostering AI fluency, these programmes bridge the communication gap between the c-suite and technical teams, enabling more productive dialogues and streamlined decision-making, which is vital for the region’s ambitious national AI strategies.

However, to fully close the gap between this ambition and tangible impact, several critical elements are still needed. Beyond leadership, there must be a broader investment in role-based AI training across all levels of the workforce, ensuring everyone understands how AI integrates into their daily tasks and contributes to organisational goals.

Furthermore, the emphasis on responsible AI must be woven into the fabric of every initiative, with clear governance models addressing data privacy, bias, and transparency from inception, as this builds crucial trust for widespread adoption.

Ultimately, sustained success hinges on a commitment to scaling what works, fostering a culture of continuous learning and experimentation, and aligning AI innovation directly with national economic diversification and digital transformation priorities across the region.

There’s growing awareness of AI across industries — but a notable gap when it comes to implementation. What are the most common misconceptions or barriers you see among business leaders trying to adopt AI?

Despite high awareness, a significant gap exists between AI understanding and real-world implementation among business leaders.

Accenture’s research highlights that while 84 per cent of c-suite executives believe they must leverage AI to achieve their growth objectives, only 15 per cent feel their organization is truly ready to scale it. The most common misconceptions and barriers include:

• Uncertainty about where to start: The rapidly evolving AI landscape makes it challenging to differentiate hype from achievable business value.
• Lack of leadership alignment: If c-suite leaders (CIO, CFO, CHRO) don’t operate from a shared understanding, AI initiatives often stall at the pilot stage.
• Organisational unreadiness: Many businesses lack the foundational data infrastructure, skilled talent, or robust governance frameworks needed for responsible AI scaling. As Accenture’s research indicates, 70-80 per cent of AI initiatives never move beyond the pilot phase, and while many focus on technical capabilities, successful AI implementation is predominantly a people and process challenge.
• Misconception of AI as purely an IT initiative: Leaders often fail to see AI as a core strategic imperative for growth, innovation, and competitiveness, viewing it simply as a technological tool rather than a catalyst for business model transformation.
• Risk avoidance over responsible risk-taking: Concerns around ethics, trust, and governance, while valid, can lead to a paralysis of innovation if not balanced with a strategy of embracing innovation with built-in guardrails and responsible AI practices from day one.
• Lack of clarity on ROI: A significant barrier is establishing ROI on identified opportunities and making a business case for scaling initiatives, which are often perceived as more challenging than technical limitations

Can you walk us through what makes this programme distinct from other executive education offerings — particularly in how it blends Stanford’s academic insights with real-world application?

Accenture’s Generative AI Scholars Program in collaboration with Stanford is designed to go beyond traditional executive education by fostering deep understanding and practical application of generative AI (GenAI) for business and technology leaders. It combines over 40 hours of best-in-class online learning taught by leading Stanford faculty and lecturers with industry insight from Accenture experts. This unique blend isn’t merely about comprehending the technology; it’s about fundamentally shifting mindsets from “AI is interesting” to “Here’s how we lead with it.

The programme includes easily digestible, bite-sized modules, industry spotlights, case studies, and reflection activities, ensuring participants not only grasp complex concepts like technical fundamentals, foundation models, and prompt engineering but also develop the generative AI strategy and technology know-how for real-world application.

This approach aims to spark reinvention agendas that can profoundly transform businesses, enabling leaders to drive innovation and navigate the digital economy effectively.

Why was the Middle East chosen as the next region for the rollout of this programme, and how has the regional business landscape influenced its evolution or delivery?

The Middle East, specifically Saudi Arabia and the UAE have emerged as prime focus for the rollout of programmes like the Generative AI Scholars Program due to the country visions and their unparalleled ambition and strategic commitment to becoming global leaders in AI. This region is not merely adopting AI; it’s actively leading its development and integration into national visions. Both nations are making substantial financial commitments to AI infrastructure, research centers, and digital ecosystems. This includes significant government-backed AI R&D funds, free zones offering incentives for AI businesses, and partnerships with global cloud technology organisations. The region is not just investing in technology but also in building a modern digital core, which Accenture sees as essential for continuous reinvention and for organisations to rapidly seize every opportunity presented by AI.

Recognisng that technology adoption requires human capital, these nations are heavily investing in developing AI fluency across their workforces, from top leadership to technical teams. We are working with MCIT Saudi Arabia in an Accenture artificial intelligence training programme organised by the Accenture LearnVantage Academy.

These programmes directly address human capital requirements by equipping senior officials and business leaders with the mindset and skills needed to lead with AI responsibly.

As the programme moves from theory to action, what kind of real-world business outcomes are participants expected to achieve? Can you share any early examples from previous rollouts globally?

The expected real-world business outcomes are centered on driving measurable value and competitive advantage. Accenture identifies these outcomes as broader and more strategic than just cost savings. Participants are expected to achieve:

• Enhanced decision-making: AI tools help leadership teams make faster, more informed decisions, leading to improved strategic agility.
• Increased employee productivity and empowerment: By leveraging AI, leaders can free up time for their teams to focus on high-impact work rather than being buried in manual analysis or reporting. This contributes to a positive human-AI relationship, which Accenture believes is a key priority for leaders.
• Tangible business impact: Strategies informed by AI insights are expected to translate into winning new business, improving customer satisfaction, and accelerating the launch of initiatives. Accenture’s AI Achievers report indicates that 63 per cent of high-performing companies say they’ve already achieved measurable ROI from their AI investments within three years.
• Accelerated organistional agility: AI helps organisations react faster to market changes, or spot opportunities we would’ve missed before, fostering a state of continuous reinvention.
• Business model transformation: Rather than just incremental gains, organizations are expected to achieve step-change improvements in revenue, efficiency, and customer experience by integrating AI effectively, as leaders rethink how digital systems are designed, how people work, and how they create products and interact with customers.
• Innovation at scale: The programme aims to unlock creativity and accelerate progress, sector by sector, by empowering people to reimagine what’s possible with AI.

Read: Building trust in AI: The UAE’s journey to a digital cognitive future

Ports have evolved beyond their role as trade gateways. Today, they stand as critical pillars of national resilience and economic continuity. In the modern-world, where over 80 per cent of global trade moves by sea and the Gulf plays a central role in global energy and logistics, port security should not be viewed as a cost or a compliance exercise. It must be treated as a vital economic enabler.

Without strong and modern security, the Gulf’s ambitions to lead in manufacturing, trade, and supply chain integration will remain a challenge.

At the recent “Make it in the Emirates” forum, the UAE laid out a bold industrial vision.

Officials highlighted that local manufacturers can now access a global market of 2.5 billion people.

Free zones, re-export hubs, and logistics corridors powered by ports including Jebel Ali and Khalifa ports are essential to that strategy. But with greater ambition comes greater vulnerability. As our ports grow in complexity and importance, so do the challenges they face.

The threat landscape is escalating

Port security has moved far beyond fences and surveillance cameras. Today, it involves tackling everything from phishing attempts and cyber intrusions to insider threats and the growing risk posed by smuggling, irregular migration, modern-day slavery and autonomous drones.

According to the Center for Internet Security, malware-based attacks rose by 30 per cent in the first half of 2024, with a staggering 92 per cent increase recorded in May alone. These figures are not abstract. They represent very real risks that port operators face daily while trying to maintain efficient operations.

Rising geopolitical tensions, from unrest in the Red Sea to broader regional flashpoints, are putting new pressure on Gulf ports. Ensuring their resilience is no longer just about protecting trade. It is now central to national security and regional stability.

Compliance is the starting line, not the finish

Most Gulf ports meet the basic international security standards under the ISPS Code. But that is not enough. Compliance provides a framework, not a solution. Too often, operators treat it as a checklist rather than a foundation. True resilience requires a different mindset. Port security should not be seen as an obstacle to trade but as a core pillar of competitiveness..

Jebel Ali Port is a leading example. Its global reputation was not earned by simply meeting minimum standards. Its success is the result of ongoing risk assessments, continuous training, and a proactive approach to every aspect of security – particularly in its adoption of technology and its integration into its production primacy approach. This is a model that other ports in the region can learn from and adapt.

Integration is the future of security

Modern ports function as complex ecosystems. They bring together free zones, logistics providers, customs authorities, and digital infrastructure into a single operational environment. Within this space, security must be fully integrated.

Physical access control, cybersecurity protocols, intelligent surveillance, and emergency response planning all need to work together as one.

Technology plays a critical role. From biometric access systems to artificial intelligence for threat detection, there are advanced tools that can help enhance security.

However, these tools are only effective when guided by skilled professionals with the right training. As Bill Gates once noted, automation applied to an inefficient operation only magnifies the inefficiency. Without strong processes and capable people, even the best technology will fall short.

The Gulf’s advantage must be used wisely

The Gulf has already demonstrated that it can deliver world-class infrastructure. The next frontier is building secure infrastructure that can adapt and evolve with emerging risks. This will require moving beyond paper-based plans and embracing real-world testing.

Scenario-based exercises and crisis simulations should become standard practice. Security cannot be a one-time investment. It must be embedded into the daily culture of port operations.

Governments and private sector operators must also collaborate more closely. Intelligence sharing, regional coordination, and the development of Gulf-specific security standards can raise the overall resilience of the ecosystem.

At the heart of this transformation is human capital. The region must invest in developing a new generation of trained and trusted security professionals who understand both physical and digital threats.

Security is an investment in growth

A single breach at a Gulf port would do more than delay containers. It could disrupt entire supply chains, shake investor confidence, and damage the region’s reputation as a dependable trade partner. In a global economy driven by trust, security is no longer optional. It is a non-negotiable investment in sustainable growth.

One of the Gulf’s strengths lies in its ability to build with foresight. Unlike older ports that are burdened with legacy systems, Gulf ports can design modern security architecture from day one.

The UAE, Saudi Arabia, and Oman have already begun this journey by introducing smart surveillance systems, AI-driven monitoring, and integrated command centers. These are promising steps, but more must be done.

A final question for the region

Port security should not be treated as a side function or a technical afterthought. It is central to growth, to national strength, and to the region’s future as a global trade and industrial hub.

The Gulf can lead not just in port development but in redefining what secure, resilient trade infrastructure looks like for the rest of the world.

As the region accelerates toward a more industrial and interconnected future, one question must be asked. Are we just expanding our ports, or are we securing our prosperity? The answer will determine how far and how smart, secure, and green the Gulf travels on the path to economic leadership.

The writer is the CEO at Neptune P2P Group.

Abu Dhabi has been officially confirmed as the host city for the Games of the Future 2025, a pioneering international phygital sports competition set to take place from December 18 to 23.

The announcement was made by Phygital International, the global governing body of the event, which merges physical athleticism with digital gaming to create a new class of competitive sport.

The games will feature hybrid disciplines such as Phygital Football and Phygital Shooter, where athletes compete in both virtual and real-world formats, with final results determined by combined performances.

Games of the Future: Venue and games coordinator

The Abu Dhabi National Exhibition Center (ADNEC) has been selected as the official venue, providing a world-class stage for the multi-sport event. The competition is expected to attract thousands of athletes, clubs, and spectators from across the globe.

ASPIRE, the programme development arm of Abu Dhabi’s Advanced Technology Research Council (ATRC), has been appointed as the UAE Delivery Authority for the games.

ASPIRE will lead coordination among stakeholders, oversee the event’s innovation agenda, and align government and sponsor funding frameworks.

Ethara, a leading regional live event management company, has been named the Event Delivery Partner. Ethara will be responsible for end-to-end event execution including venue operations, logistics, fan experience, and commercial activation.

“We’re thrilled that Abu Dhabi will welcome thousands of phygital athletes, clubs, and fans for the Games of the Future 2025,” said Nis Hatt, CEO of Phygital International. “With its bold vision for sport and technology, the UAE is the ideal stage for this groundbreaking event.”

Stephane Timpano, CEO of ASPIRE, added: “As the UAE Delivery Authority, ASPIRE is proud to help shape the Games of the Future Abu Dhabi 2025 – a global platform where sport, technology, and imagination converge.”

Beyond competition, the event will also include VR fan engagement zones, cultural activations, and technology showcases. The inaugural edition of the Games attracted over 2,000 athletes from more than 100 countries, reaching a global broadcast audience and drawing more than 300,000 fans.

The 2025 edition in Abu Dhabi marks a significant step for the phygital movement, expanding its global footprint into the Middle East, where innovation and technological experimentation are rapidly evolving.

Read: Saudi esports, gaming sectors to boost GDP by $13.3bn