Saudi Arabia’s Ministry of Interior has announced fines of up to SAR20,000 ($5,300) for individuals entering or remaining in Makkah and surrounding holy sites without the required Hajj permits between Dhu Al-Qi’dah 1 and Dhu Al-Hijjah 14.

The penalties apply specifically to visit visa holders, while residents found violating Hajj regulations risk deportation and a 10-year ban from re-entering the kingdom, Saudi Press Agency (SPA) reported.

Hajj rules prioritised for safety

The ministry emphasised the importance of adhering to Hajj rules to ensure the safety of pilgrims and the smooth performance of rituals. It also urged citizens and residents to report any violations by dialling 911 in Makkah, Riyadh and the Eastern Province, or 999 in other regions of the country.

Hajj, the annual Islamic pilgrimage to Makkah, is one of the largest religious gatherings in the world. Saudi authorities implement strict access controls each year to manage crowds and ensure public safety during the pilgrimage.

Upgrading infrastructure

In other news, SPA reported that the road network leading to the holy sites is undergoing significant upgrades using advanced technologies, including full depth reclamation (FDR).

The on-site asphalt and sub-layer recycling technique, implemented by the Roads General Authority (RGA), supports Vision 2030’s goal of accommodating 30 million pilgrims by providing a stable foundation for new asphalt layers.

FDR offers cost savings of 40–70 per cent compared to traditional roadwork approaches, allows for same-day road reopening to minimise traffic disruptions, reuses up to 100 per cent of existing materials, and reduces maintenance time by over 40 per cent.

RGA’s use of this technology is part of the kingdom’s broader road sector strategy to enhance safety and quality, with targets to rank among the top six globally for road quality and to significantly lower traffic fatalities by 2030.

As artificial intelligence diffuses across a broad spectrum of applications, from automation enabler to autonomous actor, to co-pilot equipping people with the capability to perform new tasks, enterprises must make trust a key part of their strategy. Balancing and maintaining trust will be essential to the success and unlocking the potential of AI.

As AI systems become more integrated into workplace processes, transparency about how these systems work and make decisions is critical. Employees must also understand how decisions are made to trust AI systems.

Ensuring AI systems are free from bias is essential, because if employees believe AI systems are biased or unfair, this can erode trust in the workplace.

The fear of job displacement because of AI can also affect trust – therefore, clear communication about how AI can be used to reshape human job responsibilities in evolving workplaces is vital to mitigating employee concerns. Trust in AI ultimately hinges on robust data privacy measures and clear policies on data usage.

Employees should be made aware of the benefits AI brings to them and to their organisation, how it will impact their roles, and what safeguards are in place to ensure fairness and accuracy. Investing in training to help boost their ability to collaborate with AI and use it to enhance their work is crucial.

Impact of AI across sectors

The Accenture Technology Vision 2025 report underscores AI’s transformative role in fostering organizational autonomy, pointing out that trust is emerging as the linchpin in unlocking its full potential. The report reveals that while 89 per cent of global executives believe AI will transform their industries, only 32 per cent have comprehensive governance frameworks in place.

In the UAE, this gap is particularly noteworthy, as the country has invested over $24bn in AI initiatives since launching its National AI Strategy 2031. This discrepancy between ambition and governance infrastructure presents both a challenge and an opportunity for UAE enterprises.

With trust emerging as the cornerstone of successful AI implementation, organizations across the UAE are navigating the delicate balance between rapid innovation and responsible deployment. Findings of the survey in the UAE point out that 65 per cent of executives believe AI’s full impact depends on establishing a foundation of trust.

At the same time, leaders in the UAE face challenges in balancing innovation with trust, with 76 per cent acknowledging AI’s urgency for reinvention while struggling to integrate AI agents effectively.

Also, only 20 per cent of UAE firms are proactively redesigning digital systems for the introduction of AI agents. This is well behind the global average of 77 per cent.

The UAE’s slower adoption of AI agents and reliance on legacy systems risk stifling growth and highlight the need for strategic trust frameworks and workforce readiness to harness AI’s autonomy-driven future.

According to its ambitious “We the UAE 2031” vision, the UAE is looking to achieve 100 percent reliance on AI for government services and data analysis by that year.

Today, 75 per cent of workers across businesses in the UAE are reportedly using generative AI. Without a doubt, how people interact with technology, as a copilot and by expanding voice assistant capabilities; and onward to robotics, to cars, and to health care will likely set the stage for the next phase of development.

The arrival of agentic AI and ultimately, generalised intelligence, will make this scenario more complex.

Enterprises need to understand that they are working with a thinking intelligence here – building what will become the organization’s digital cognitive brain, a unified AI system that learns, adapts, and orchestrates across an organisation – offering UAE enterprises a compelling path forward.

Unlike fragmented AI implementations, this holistic approach mirrors the UAE’s own centralised AI governance structure under the National Program for Artificial Intelligence.

For UAE organisations to fully realise the potential of AI-driven reinvention, the trust factor must be addressed systematically.

The above mentioned report indicates that companies prioritising transparent AI governance see 32 per cent higher returns on their AI investments globally.

Governance framework for AI

The UAE’s Corporate Governance Framework for AI, developed by the AI Office in collaboration with the World Economic Forum, provides enterprises with a roadmap to build trust-enhancing mechanisms.

Encouraging UAE organisations to implement explainable AI systems that provide transparency in decision-making, the framework recommends human-in-the-loop processes to maintain accountability, constantly monitoring for bias and ethical considerations, and robust data governance protocols.

Early adopters like Etisalat by e& have demonstrated this approach through their AI-powered customer service platform, which explains the reasoning behind recommendations and maintains human oversight for sensitive decisions, leading to a documented 24 per cent increase in customer satisfaction scores.

Organisations must recognise that trust and innovation are not competing priorities but complementary forces. For instance, the digital cognitive brain concept offers a framework for implementing AI that learns continuously while maintaining transparent governance.

The UAE’s AI Ethics Advisory Board, established in 2023, provides a national-level compass for navigating uncharted waters. Its recent guidelines on AI applications in healthcare and financial services offer sector-specific trust frameworks that UAE enterprises can adopt.

For these enterprises, the imperative is clear: build trust-enhancing mechanisms into AI systems from the beginning rather than retrofitting them later to mitigate risks and create a competitive advantage through increased stakeholder confidence.

As we look toward 2031 and beyond, the UAE’s approach to embedding trust within its digital cognitive infrastructure may well become the template that other nations follow.

The writer is the CEO at Accenture’s Middle East.

Major UAE-based airlines have resumed flight operations to Pakistan after the reopening of Pakistani airspace, following a ceasefire agreement reportedly reached through diplomatic efforts and pressure from the United States.

Read-Airlines re-route, cancel flights due to India-Pakistan flare-up

Emirates Airlines

Emirates has announced the resumption of scheduled services to various cities in Pakistan, starting from May 11:

• May 11:
  • EK600/601: Dubai–Karachi–Dubai
  • EK618/619: Dubai–Sialkot–Dubai
  • EK622/623: Dubai–Lahore–Dubai
• May 12:
  • EK612/613: Dubai–Islamabad–Dubai
• May 13:
  • EK636/637: Dubai–Peshawar–Dubai

Passengers with connecting flights to Pakistan will be accepted for travel. Those with existing bookings are advised to contact their travel agents or Emirates directly for rebooking. Flight status updates are available on the Emirates website.

Etihad Airways

Etihad Airways has adjusted its flight schedule to and from Pakistan as follows:

• May 10:
  • All flights between Abu Dhabi and Pakistan were cancelled.
• May 11:
  • Operating flights:
    • EY300/301: Abu Dhabi–Islamabad–Abu Dhabi
    • EY294/295: Abu Dhabi–Karachi–Abu Dhabi
    • EY288/289: Abu Dhabi–Lahore–Abu Dhabi
  • Cancelled evening flights:
    • EY296/297: Abu Dhabi–Karachi–Abu Dhabi
    • EY302/303: Abu Dhabi–Islamabad–Abu Dhabi
• May 12:
  • All flights are scheduled to operate as normal, subject to change.

Etihad advises passengers transiting through Abu Dhabi to confirm their onward travel arrangements, as those without valid connections will not be accepted for travel. More information is available on the Etihad flight status page or by contacting the Etihad Contact Centre at +971 600 555 666.

Air Arabia

Air Arabia will resume flights to Pakistan beginning May 11, with the following services:

• G9546 / G9547: Sharjah–Karachi–Sharjah
• G9548 / G9549: Sharjah–Karachi–Sharjah
• G9854 / G9855: Ras Al Khaimah–Lahore–Ras Al Khaimah
• G9562 / G9563: Sharjah–Faisalabad–Sharjah
• G9552 / G9553: Sharjah–Sialkot–Sharjah

Passengers with existing bookings will be contacted directly and are encouraged to check their flight status via the Air Arabia website or through official communication channels.

Airlines continue to monitor the evolving situation closely, and flight operations remain subject to change. Travelers are advised to stay updated and confirm their bookings before travel.

Companies that prioritise people — whether employees, customers, or other stakeholders — are positioned to outperform their competitors in nearly every aspect.

Investing in a people-first approach strengthens creativity, enhances loyalty, and drives long-term success.

Fostering an environment where employees feel empowered and motivated leads to innovation, lowers turnover, and improves customer experiences.

When companies empower their teams to take ownership and pursue innovative ideas, they gain a significant advantage. Microsoft and Google have built cultures where employees are encouraged to experiment and contribute new ideas.

Creating an environment where employees have the freedom to innovate allow these companies to consistently lead in product development and industry trends. Employees who are trusted to take risks and think creatively push the boundaries of what’s possible, enabling businesses to stay ahead in competitive markets.

In the Middle East, Emirates Airlines demonstrates the power of investing in people. The company’s commitment to employee wellbeing has fostered a strong culture of trust and support, which in turn fuels its reputation for exceptional service.

Such investment in people contributes to Emirates’ ongoing success, helping the airline remain a global leader despite an intensely competitive industry.

The culture of employee empowerment at the airline plays a key role in the airline’s ability to innovate and maintain a strong presence in international markets.

Creating loyalty through a supportive work environment for people

Employee retention is one of the most significant benefits of a people-focused culture. High turnover is expensive and disruptive, draining valuable resources. Companies that create an environment where employees feel valued and engaged see reduced turnover rates and greater overall stability.

A people-powered approach strengthens loyalty, ensuring that employees remain committed to the company’s long-term goals.

Almarai, a leading food and beverage company, demonstrates the benefits of prioritizing employee engagement. The company’s commitment to developing its workforce through training, leadership programs, and a supportive work environment has created a loyal and motivated team.

Almarai’s commitment to reducing turnover has helped the company grow while maintaining strong, long-term relationships with its employees, ultimately contributing to its success as a regional leader.

Internal culture strengthens brand reputation

A human-centred approach impacts more than internal operations — it shapes the company’s external reputation as well. Employees who are engaged and motivated become natural ambassadors for the brand.

Their enthusiasm and dedication often translate into better customer service, which strengthens customer loyalty and reinforces the company’s brand values.

Emaar Properties in Dubai has similarly benefited from a strong internal culture. The company invests in employee development and fosters a culture of collaboration and innovation.

This focus on internal culture has contributed to the company’s reputation for excellence, particularly in the real estate sector. Emaar’s employees take pride in delivering high-quality developments, and this passion is evident in the brand’s ongoing success in the global market.

Employee engagement boosts financial performance

Research has consistently shown that companies with high employee engagement perform better financially. Businesses that invest in their people enjoy higher productivity, better customer satisfaction, and stronger profitability.

According to a 2024 McKinsey report, companies that prioritise their employees’ performance are 4.2 times more likely to surpass their competitors, achieving an average revenue growth that is 30 per cent higher and experiencing 5 per cent lower turnover.

Businesses that prioritise employee engagement are also more resilient and adaptable, with a workforce that is motivated to contribute to the company’s success.

In Saudi Arabia, organisations aligning with Vision 2030 are increasingly recognising that the key to long-term success lies in developing human capital.

Focusing on employee well-being and professional growth, these businesses set themselves up for sustainable growth and greater competitiveness in the global market.

Leadership plays a critical role in employee empowerment

Effective leadership is essential in creating and maintaining a human capital strategy. Leaders must act as mentors, providing guidance and support while empowering their teams to succeed.

Transparent and inclusive leadership fosters an environment where employees feel confident in contributing their ideas and working collaboratively. This kind of leadership encourages adaptability and drives innovation, which is crucial for business growth.

Mohammed Alabbar, founder of Emaar Properties, demonstrates how leadership rooted in employee engagement can shape an entire organization. His focus on building a supportive and innovative internal culture has been integral to Emaar’s success.

Alabbar’s leadership style encourages creativity and collaboration, empowering employees to take ownership of their work and contribute to the company’s growth.

Investing in people isn’t just a strategy — it’s the strategy that will drive long-term success. The future of business lies in leadership that places a strong emphasis on human capital, creating supportive and inclusive cultures where employees are motivated to contribute to the company’s overall trajectory.

The writer is the CEO and founder of CLAN Investment.

AD Ports Group reported a 16 per cent year-on-year rise in net profit to Dhs464m in Q1 2025, as its Ports, Economic Cities & Free Zones (EC&FZ), and Maritime & Shipping clusters continued to deliver strong operational performance.

Group revenue rose 18 per cent year-on-year to Dhs4.60bn, supported by robust contributions from the three core clusters. EBITDA grew 9 per cent to Dhs1.14bn, with margins slightly narrowing to 24.7 per cent from 26.7 per cent in Q1 2024. Earnings per share increased 14 per cent to Dhs0.07.

Capital expenditure in the quarter reached Dhs954m, down from Dhs1.28bn in Q1 2024, as capex intensity declined to 21 per cent of revenue, compared to 33 per cent in the same period last year.

Operating cash flow stood at Dhs725m, slightly below the previous year, primarily due to timing of collections.

Free cash flow to the firm was negative Dhs173 million.

“The positive momentum from our record 2024 financial results continued into the first quarter of 2025,” said Captain Mohamed Juma Al Shamisi, MD and group CEO of AD Ports Group. “Our value-adding business ecosystem weathered prevailing macroeconomic and geopolitical uncertainties to drive strong, double-digit growth in revenue and net profit.”

The group maintained a stable net debt to EBITDA ratio of 3.4x, compared to 3.3x at the end of 2024, supported by a strong liquidity position.

AD Ports Group leverages new partnerships and international expansion

AD Ports continued its international expansion during the quarter, including:

• A 51 per cent joint venture to develop a grain terminal at Kuryk Port in Kazakhstan.
• The start of port and logistics operations at Luanda Port in Angola.
• A 50-year land lease with Al Ain Mills for a 300,000-metric-tonne grain facility at Khalifa Port South Quay.
• A joint venture with CMA CGM Group (49 per cent ownership) to develop a multipurpose terminal at Pointe Noire in the Republic of Congo.
• A contract to manage and operate Al Madouneh Customs Centre in Amman, Jordan, integrating AI, blockchain, and IoT logistics.

The group also entered marine services and fleet optimisation through a 70 per cent-owned JV with Arab Shipbuilding & Repair Yard Company (ASRY) in Bahrain, and a 50 per cent-owned JV with Columbia Group to launch an AI-powered digital platform for third-party vessel optimisation.

Other major developments included the start of Al Faya Dry Port operations between Abu Dhabi and Dubai, and lease agreements in KEZAD for sustainable polymer and food manufacturing facilities.

Geopolitical resilience and green shipping

Despite ongoing geopolitical volatility in the Red Sea and evolving US tariff policies, AD Ports said it remains well-positioned to adapt, citing its geographic footprint and five-cluster integrated model.

The Red Sea disruptions have positively impacted the group’s container shipping business, while current US tariff shifts have had a minimal effect.

The group also ramped up its ESG and decarbonisation efforts, including investments in electric tugboats, LNG-powered Ro-Ro vessels, and LNG bunkering services at Khalifa Port, with its first ship-to-ship operation completed in April.

The company said it will continue to prioritise investment in resilient infrastructure across Ports and Economic Cities & Free Zones, supported by its maritime, logistics, and digital capabilities.