Bangladesh’s ousted Prime Minister Sheikh Hasina was sentenced to death in absentia on Monday by the country’s International Crimes Tribunal for crimes against humanity, concluding a months-long trial over her role in a deadly crackdown on student-led protests in 2024.

The tribunal found Hasina guilty of ordering the use of lethal force, including helicopters and drones, against demonstrators during the July–August uprising, which followed protests over government job allocations and escalated into nationwide violence.​

The crackdown, triggered by the reinstatement of a policy reserving 30 per cent of government jobs for relatives of veterans from Bangladesh’s war of independence, resulted in up to1,400 deaths and thousands injured, according to United Nations estimates. The tribunal’s verdict described Hasina as the “mastermind, planner, order-giver, and superior commander” of all crimes against humanity committed during the July uprising.​

Hasina, who is currently in exile in India, did not appear for the trial, and the court delivered the sentence under heavy security. The tribunal also sentenced former home minister Asaduzzaman Khan Kamal to death, while a former police chief received a five-year sentence after turning approver and providing evidence. India has not responded to Bangladesh’s requests to extradite Hasina and Khan to face trial.​

Hasina and her supporters have rejected the verdict, calling the tribunal a “kangaroo court” and claiming the proceedings were politically motivated. In a statement, Hasina told Reuters, “We lost control of the situation, but to characterise what happened as a premeditated assault on citizens is simply to misread the facts”. Her Awami League party called for a nationwide shutdown to protest the verdict.​

The 2024 protests and the government’s violent response have been widely criticized. UN Human Rights Chief Volker Türk stated, “There are reasonable grounds to believe that hundreds of extrajudicial killings, extensive arbitrary arrests and detentions, and torture, were carried out with the knowledge, coordination and direction of the political leadership,” according to Reuters. The tribunal’s verdict was broadcast live in Bangladesh and was met with disorder in Dhaka, particularly outside Hasina’s father’s home-turned-museum, requiring police intervention.​

Bangladesh is currently under the governance of an interim body led by Nobel Peace Prize laureate Muhammad Yunus, who took over days after Hasina’s fall in August2024. The interim government has called on citizens to remain calm and restrained in response to the verdict. The Awami League party has been banned from contesting upcoming elections, a move Hasina has criticised as disenfranchising millions.​

The death sentence ruling can be appealed in the Supreme Court, but Hasina’s son Sajeeb Wazed told Reuters ahead of the verdict, “We will not appeal unless a democratically-elected government takes office with the Awami League’s participation”.

(Curated from Reuters)

The Federal Authority for Government Human Resources (FAHR) has confirmed that employees across UAE federal ministries and entities will observe the 54th Eid Al Etihad holiday on Monday and Tuesday, December 1–2, 2025. Work will resume on Wednesday, December 3, 2025, according to the authority’s announcement.

Extending its congratulations to the UAE leadership, government, citizens, and residents, FAHR said it wished the nation continued prosperity and progress, the WAM report noted.

Read more-Upcoming GCC public holidays, National Day closures: What to know

The holiday marks UAE National Day, celebrated annually on December 2 to commemorate the historic unification of the seven emirates in 1971. The anniversary, known as “Eid Al Etihad” or the Festival of the Union, remains a pivotal moment in the nation’s formation and identity-building journey.

On December 2, 1971, the rulers of the emirates signed the unification agreement that transformed separate territories into a cohesive state under the visionary leadership of the late Sheikh Zayed bin Sultan Al Nahyan, the founding father of the UAE. The National Day theme, “Spirit of the Union,” continues to underscore the country’s values of unity, loyalty, and forward-looking development.

Nationwide celebrations reflect economic confidence

Across the UAE, National Day celebrations have evolved into large-scale cultural and community events that underscore both national pride and economic dynamism. Public spaces, buildings, and commercial districts are adorned in the colors of the UAE flag, red, white, green, and black, supporting a festive environment that typically boosts retail, tourism, and hospitality activity.

Cities across the emirates host fireworks, heritage programs, outdoor festivals, and concerts. Air shows featuring the UAE Air Force aerobatic team, Al Fursan, remain a key attraction, drawing residents and visitors as the country experiences a surge in holiday-related mobility and consumer spending.

Government reaffirms vision for unity and growth

The UAE government positions National Day as a moment not only to honor its founding legacy but also to reinforce the nation’s long-term development agenda. The commemorations are coordinated across all emirates with cultural activities, heritage showcases, and community engagement initiatives that reflect the UAE’s sustained investment in social cohesion and identity.

Eid Al Etihad serves as a symbolic reminder of the country’s unity, one strengthened by the connections forged among diverse communities.

The visual identity used during the official celebrations draws inspiration from early Emirati life, featuring symbolic motifs such as palm trees, historic dhows, rising suns, traditional dances, forts, and pearl oysters, all representing elements of the UAE’s heritage.

As one of the UAE’s most significant national holidays, National Day continues to unify citizens and residents in celebrating the country’s history, culture, and progress. Government sources consistently highlight its role in promoting national pride, strengthening community ties, and advancing a shared vision for the country’s future.

In boardrooms from Dubai to Riyadh, and in HR departments across the world’s most ambitious economies, an unprecedented shift is underway. For decades, conversations about the “future of work” revolved around automation, digital transformation, and the gradual evolution of workplace technology. But according to Korn Ferry’s newly released Talent Acquisition Trends 2026 report, that future has not only arrived, it is accelerating into completely uncharted territory. Talent leaders across 1,900 global organisations, including many from the Middle East, are witnessing the emergence of a workforce where humans no longer simply operate AI tools.

Instead, AI is becoming a co-worker, a collaborator, and in some cases, a direct alternative to traditional roles.

This new reality is forcing organisations to reexamine how they hire, grow, and retain talent. The competitive edge no longer lies solely in acquiring technical capability, nor in adopting the latest HR software. What emerges from the report is a deeper, more strategic transformation: a future built on human + AI partnerships, shifting skill priorities, a strained leadership pipeline, and a widening divide between companies that integrate AI intelligently and those that merely adopt it superficially.

Read more-From budgets to layoffs: UAE businesses trust AI with big calls

As this shift gains momentum, the Middle East, particularly the UAE and Saudi Arabia, is distinguishing itself as one of the fastest-moving testing grounds for AI-enabled talent ecosystems. Regional organisations are already integrating AI into decision-making, workflow management, and even national HR infrastructure. And yet, Korn Ferry’s study warns that while AI adoption is booming, human capabilities such as judgment, empathy, and critical thinking will increasingly become the defining competitive differentiators.

Jonathan Holmes, MD for the Middle East, Turkey, and Africa at Korn Ferry, captures the region’s mindset succinctly: technology may accelerate work, but it is human cultural understanding, contextual intelligence, and emotional insight that will set organisations apart. In other words, the companies that will win this new talent war are not necessarily those that buy the most AI, but those that empower people to lead AI.

AI joins the workforce, not as a tool, but as a teammate

The most dramatic finding from the Korn Ferry report is this: 52 per cent of global talent leaders plan to add autonomous AI agents to their teams by 2026. That number alone signals a fundamental redefinition of what a “team” looks like.

These autonomous AI agents are not simple chatbots, nor are they limited to executing commands written by human supervisors. Instead, they function independently, taking decisions, completing tasks end-to-end, and integrating seamlessly into operational workflows.

Organisations are already designing digital identities for these AI agents, granting them permissions, responsibilities, and in some cases, decision-making authority.

This marks the beginning of a hybrid workforce where humans and algorithms do not merely coexist but collaborate to deliver performance at scale. Companies now face a new kind of hiring question: should a role be filled by a $100,000 human employee, or a $20,000 AI agent capable of round-the-clock, data-driven output?

But this shift raises an even more complex challenge: how exactly does one onboard a non-human teammate? Who trains an AI agent? Who is accountable when it makes a mistake? Which tasks should be assigned to people, and which can be delegated entirely to machines?

These questions are no longer theoretical. They are operational realities, especially in regions like the Middle East where AI adoption is advancing at extraordinary speed. Governments across the UAE and Saudi Arabia have embedded AI deeply into national development strategies, creating environments where organizations experiment, iterate, and scale new models of collaboration between people and machines.

As Iktimal Daneshvar, VP and senior client partner for RPO at Korn Ferry Middle East and Africa, puts it: “The future of AI in the workplace isn’t far off, it’s already unfolding across the Middle East.” And as AI becomes embedded in hiring frameworks, performance models, and talent strategies, the companies that master this human + AI collaboration early will gain a decisive and lasting strategic advantage.

Critical thinking surges to the top of the hiring agenda

One of the most striking paradoxes in the Talent Acquisition Trends 2026 report is the contrast between the global appetite for AI skills and the rising demand for deeply human capabilities.

While 84 per cent of global talent leaders plan to use AI next year, a striking 73 per cent rank critical thinking as their number-one hiring priority, far ahead of AI technical skills, which come in fifth place.

This divergence reveals a powerful truth about the next phase of workplace evolution: AI can generate outputs at speed and scale, but only human judgment can determine whether those outputs are meaningful, reliable, or ethically sound.

In a world where AI can create text, analyse data, and generate plausible insights within seconds, the risk of “convincing but flawed” outcomes grows exponentially. Employees who excel at questioning assumptions, evaluating AI-produced information, and identifying inaccuracies will become indispensable. The best AI users, therefore, are not necessarily those who master every prompt technique. Rather, they are the ones who can look at an AI recommendation and ask, “Does this actually make sense?”

This demand for critical thinking isn’t merely philosophical, it’s practical. As AI accelerates decision-making cycles, organizations need people who can safeguard quality, ensure accuracy, and prevent costly misinterpretations. In the Middle East, where digital transformation is advancing at remarkable speed, this human oversight becomes even more essential.

Forward-thinking TA leaders understand this dynamic. While the rest of the market may chase AI certifications, they are prioritizing hires who can adapt, analyze, and solve problems, even as new technologies emerge.

A leadership pipeline under threat

But the Korn Ferry report is not only about skills. It also highlights a structural risk that could reshape leadership trajectories worldwide: the erosion of entry-level roles.

With 43 per cent of companies planning to replace roles with AI, and 58 per cent targeting back-office and operations jobs, many organizations are accelerating their shift toward leaner, automated structures. Meanwhile, 37 per cent expect to reduce entry-level positions, roles that traditionally served as the foundation for future managers and leaders.

The logic behind these cuts is clear: reducing payroll costs while embracing AI-enabled efficiency is an easy win in boardrooms. But the long-term consequences could be severe. After all, managers rarely emerge spontaneously. They grow from early-career exposure, handling reports, assisting projects, coordinating tasks, absorbing company culture, and learning through on-the-ground experience.

Eliminating those developmental roles risks creating a future where organisations lack homegrown leaders who understand internal systems, culture, and operational nuances. This issue is especially relevant in the Gulf, where the workforce is young, dynamic, and rapidly evolving. As Daneshvar notes, young professionals in the GCC are naturally agile and quick to adapt, making them ideal catalysts for technological transformation. Reducing their entry points may offer cost savings today, but risks a leadership gap tomorrow.

AI outpaces leadership readiness, and the gap is widening

As organizations accelerate toward AI-enabled operating models, another challenge is becoming increasingly visible: leaders are not ready for the scale and speed of transformation that is already underway. Korn Ferry’s report reveals a critical weakness, only 11 per cent of talent leaders believe their executives are fully prepared to navigate the AI transition.

This gap between technological investment and leadership capability poses a strategic risk, particularly for businesses in fast-evolving markets like the Middle East, where AI adoption is not just a competitive advantage, it is a national mandate. Governments in the UAE and Saudi Arabia are pushing forward with ambitious AI strategies, and enterprises are racing to align with national visions designed to propel their economies into the world’s most technologically advanced.

But while boardrooms are approving substantial AI budgets and purchasing cutting-edge tools, many leaders are still grappling with foundational questions:

• How do we restructure teams around AI?
• How do we evaluate performance in a human + AI environment?
• How do we safeguard productivity, quality, and ethics as machines become decision-makers?

The result, as described in the report, is an environment where employees navigate AI transitions through scattered policy documents, managers experiment with tools they barely understand, and organizations struggle to convert investment into meaningful impact. The mismatch between ambition and preparedness becomes a bottleneck.

Yet this challenge offers an opportunity. Companies that embed leadership development into their AI transformation, those that teach leaders how to guide teams, adapt workflows, interpret AI output, and make informed decisions, will gain a competitive edge while others remain stuck in experimentation mode. In markets like the GCC, where strategic clarity, national direction, and digital ambition are already in place, leadership readiness could be the defining factor in determining which organizations truly capitalise on AI-enabled performance.

Talent acquisition steps into a strategic power role

The Korn Ferry report also highlights an important shift in organisational hierarchy. Talent Acquisition (TA), once seen primarily as an operational function responsible for filling roles, has become a strategic cornerstone of business transformation. As organisations restructure around AI, TA’s understanding of workforce dynamics, skills planning, and human–machine collaboration becomes mission-critical.

According to the study, 83 per cent of TA leaders now hold C-suite influence, yet nearly 59 per cent still feel excluded from major strategic decisions. This creates a paradox: TA is essential to shaping the workforce of the future, but many organisations have not fully elevated its voice at the strategy table.

What is changing this dynamic is TA’s early adoption of AI. In many companies, TA functions were among the first to experiment with AI-enabled tools, from automated candidate screening to workflow automation and predictive workforce analytics. This early experience has now become a strategic asset. TA leaders with AI expertise hold higher levels of C-suite influence (85 per cent) than those who have not adopted AI (70 per cent).

With AI reshaping how teams operate, how roles are defined, and how performance is measured, executives increasingly turn to the people who understand these technologies firsthand. TA is now positioned not just as a function that fills vacancies but as a strategic partner in designing the workforce architecture of the future.

The implications are especially significant in the GCC, where transformation is rapid and talent ecosystems are evolving as national priorities shift. Organisations that involve TA early in strategic planning will be better equipped to build agile, AI-ready teams capable of scaling innovation, and competing globally.

The great workplace divide: Office mandates vs. talent expectations

Another major trend emerging from Korn Ferry’s findings is the escalating tension between employer expectations and workforce preferences. Across industries, organisations are pushing for stricter return-to-office mandates, while top talent continues to seek remote or hybrid work models.

This clash has landed squarely in the hands of TA leaders, who must reconcile candidate expectations with corporate policies that may no longer align with market realities. More than 52 per cent of TA leaders say office mandates make recruitment harder, while 72 per cent report that remote roles are significantly easier to fill.

The dynamic is simple but consequential:

• Top talent gravitates toward flexibility.
• Rigid mandates push them toward competitors who offer it.

The long-term costs are significant. Companies with strict in-office requirements may find themselves forced to pay a premium to attract talent, or worse, settling for candidates who are merely willing rather than exceptional. And in an era of chronic skills shortages, especially for advanced digital and critical thinking roles, settling becomes a competitive liability.

This challenge is particularly visible in the Middle East, where major transformation projects, from smart cities to national digital strategies, require specialised talent that is globally mobile.

Organisations that align workplace policies with what candidates value most will have a decisive edge in attracting high-caliber professionals who can accelerate national and organisational visions.

A new benchmark for government transformation: UAE’s HR AI agent

While global companies race to adopt AI internally, the UAE has taken the concept of AI-enabled HR to a national scale. In September 2025, the Federal Authority for Government Human Resources (FAHR) launched the HR AI Agent, a transformative system that integrates artificial intelligence directly into federal HR operations. This initiative aligns with the UAE’s broader objective of embedding AI into public-sector services, reinforcing the country’s reputation as a global frontrunner in innovation-driven governance.

The HR AI Agent, serving more than 50,000 federal government employees, marks a significant milestone in the transition from manual HR functions to a seamless, real-time, digitally operated model. In its initial rollout, the system delivers a suite of 108 services, automates 80 per cent of self-service HR transactions, and provides instant legal responses to 80 per cent of HR-related inquiries. Collectively, it is expected to save approximately 170,000 work hours annually, improving efficiency and reducing administrative burdens across government entities.

The system is powered by generative AI capable of completing tasks, responding to employee queries, processing transactions, and interacting in both Arabic and English without human intervention. It draws from the UAE government’s “Bayanati” system, ensuring that employees receive accurate, context-specific information tailored to their needs.

Employees can access the HR AI Agent via FAHR’s website (www.fahr.gov.ae) or through the organisation’s smart application, reinforcing the UAE’s commitment to creating a government workforce that is digitally empowered, agile, and future-ready.

Leadership Vision: Accelerating the shift to zero digital bureaucracy

Ohood bint Khalfan Al Roumi, Minister of State for Government Development and the Future and Chairwoman of FAHR, describes the HR AI Agent as a milestone aligned with the UAE leadership’s vision of deploying AI to transform government operations. She emphasises that the initiative strengthens the UAE’s global leadership in modern governance, enabling user experiences that are simple, fast, personalised, and built for the future.

Al Roumi highlights that the HR AI Agent supports the national goal of achieving Zero Digital Bureaucracy, enhancing institutional efficiency and enabling government employees to focus on higher-value work rather than routine administrative processes.

Supporting this perspective, Faisal Binbuti Al Mheiri, director general of FAHR, underscores that the HR AI Agent reflects the UAE’s strategic approach to AI-driven governance. Designed to learn continuously, the system expands its knowledge and capabilities based on real-time employee interactions, enabling it to deliver increasingly precise responses and a more intuitive user experience over time.

Through the initiative, FAHR is building a digital-first foundation that aligns with the UAE Artificial Intelligence Strategy 2031, strengthening the country’s position as a pioneer in AI adoption, workforce transformation, and future-ready government services.

Hybrid teams: Humans and AI in tandem

The Korn Ferry report underscores a crucial reality: by 2026, organizations will no longer view AI as a mere tool, it will become a visible, measurable member of teams. Autonomous AI agents are expected to collaborate alongside humans, taking on operational tasks ranging from candidate screening to workflow management. This is a fundamental shift from previous years, where AI primarily played a back-end support role.

More than 50 per cent of talent leaders plan to add autonomous AI agents to their teams in 2026, signaling the emergence of hybrid human + AI workplaces. These agents, unlike traditional chatbots, operate independently, make decisions, and are integrated into organizational workflows with profiles, permissions, and responsibilities akin to human colleagues.

In practical terms, this presents both opportunity and complexity. Talent acquisition leaders must weigh decisions such as: hire a high-cost human or deploy a lower-cost AI agent? How do managers coordinate tasks between humans and AI? Who is accountable when AI errors occur? And crucially, how do organizations ensure that humans and AI complement rather than compete with each other?

Early adopters are positioning themselves for a significant competitive edge. Companies that successfully integrate AI agents, while preserving human judgment, empathy, and critical thinking, are expected to lead in productivity, innovation, and talent retention.

Critical thinking: The human advantage

Despite AI’s rising prominence, Korn Ferry finds that human judgment remains the ultimate differentiator. While AI skills are highly sought after, nearly 73 per cent of talent leaders rank critical thinking as their #1 hiring priority, far ahead of AI-specific capabilities, which rank fifth.

The reasoning is simple: any professional can learn to operate AI tools within weeks. Developing critical thinking, problem-solving, and the ability to evaluate AI output takes years. Organisations that prioritise critical thinking ensure their workforce can spot flawed insights, challenge automated recommendations, and make strategic decisions in ambiguous situations.

In essence, while AI amplifies efficiency, human intelligence remains indispensable for nuanced decision-making. The ideal workforce of 2026 is one where AI augments human capability, rather than replacing it entirely.

The risk of short-term cost cuts

Cost-cutting measures, particularly through the replacement of entry-level roles with AI, may seem attractive in the short term but carry long-term risks.

The Korn Ferry study shows that 43 per cent of companies plan to replace roles with AI, including 58 per cent in operations and 37 per cent in entry-level positions.

These early-career roles historically function as pipelines for future leadership. Removing them threatens the cultivation of homegrown managers, leaving organizations dependent on external hires who require time to learn company culture, workflows, and operational nuance. While payroll savings may look good today, leadership gaps tomorrow could become an expensive liability.

In markets such as the GCC, where the workforce is predominantly young, retaining entry-level opportunities is particularly crucial. These employees are agile, tech-savvy, and adaptable, qualities essential for accelerating digital transformation and building a sustainable talent pipeline.

AI and strategic influence: Talent acquisition takes centre stage

Talent acquisition is no longer confined to recruitment; it has become a strategic lever in AI-driven transformation. Early adoption of AI tools has given TA leaders unprecedented influence in boardrooms, particularly in guiding leadership on workforce planning, team structuring, and skills alignment.

TA leaders now advise executives on integrating human + AI workflows, mitigating talent risks, and prioritising workforce skills for the next decade.

Companies that empower TA as a strategic partner, rather than a functional administrator, are better positioned to capitalise on AI investments and maintain competitive advantage in a hyper-competitive global market.

Global Lessons from UAE Government innovation

The UAE’s launch of the HR AI Agent offers a real-world example of AI-driven efficiency at scale. By automating 80 per cent of HR self-service transactions and handling thousands of inquiries, the initiative not only reduces administrative burdens but also frees human employees to focus on higher-value work.

FAHR’s project demonstrates how AI can enhance productivity, streamline operations, and transform service delivery while maintaining human oversight. As noted by Ohood Al Roumi and Faisal Al Mheiri, continuous learning ensures that AI adapts over time, delivering increasingly accurate and tailored responses, a model that could inform private-sector implementations across the GCC and beyond.

The initiative also highlights a broader principle for organisations: AI adoption should be strategic, phased, and designed to augment, not replace, the workforce. Hybrid teams, supported by intelligent systems and guided by capable leadership, represent the future of work.

The future of work: Human + AI partnerships

The Korn Ferry Talent Acquisition Trends 2026 report and UAE government initiatives collectively illustrate a single point: the next decade belongs to organizations that balance technology with humanity. Human + AI collaboration is not about replacing talent; it is about amplifying it.

In this emerging landscape:

• AI agents handle routine tasks, improving efficiency.
• Humans focus on judgment, creativity, and empathy, driving innovation.
• Critical thinking and leadership development become strategic imperatives.
• Flexible workplace policies attract and retain top talent.

Businesses that integrate these principles will position themselves for global competitiveness, particularly in regions like the GCC where digital transformation intersects with ambitious national strategies.

As Korn Ferry notes, the war for talent is no longer just about salaries, perks, or even AI skills, it’s about creating an ecosystem where human ingenuity and artificial intelligence complement each other to produce exceptional performance. In this evolving reality, organisations that get the balance right will set new benchmarks for success in the decade ahead.

Airbus has unveiled its Global Market Forecast 2025 for the region, spotlighting the Middle East as one of the fastest-growing aviation markets over the next two decades. According to the forecast, the region’s in-service fleet is set to surge from 1,480 aircraft in 2024 to 3,700 by 2044, underscoring a dramatic expansion driven by rising travel demand, economic strength and the region’s strategic geographic position.

Airbus projects the Middle East will require 4,080 new passenger aircraft deliveries over the next 20 years. This will comprise 2,380 single-aisle jets and 1,700 widebody aircraft, the WAM report noted.

Read more-Airbus A320 surpasses Boeing 737 as most-delivered jetliner

Widebody aircraft will account for 42 per cent of total demand, the highest share globally and more than double the world average of 20 per cent. This positions the Middle East as the leading driver of global wide body growth, supported by its strategic location as the geographic centre of gravity for worldwide air traffic continues to move eastwards.

Passenger traffic in the region is expected to grow at a compound annual rate of 4.4 per cent, buoyed by robust economic development, expanding tourism flows and rising trade activity. Over the same period, the regional population is projected to increase by 240 million, further amplifying the need for air travel.

“The Middle East is transforming global aviation, and the forecast fleet expansion is truly significant, particularly when it comes to wide bodies. This region is becoming the long-haul hub now and into the future. Airbus is proud to be partnering closely with customers in the region, delivering the most efficient, latest-generation aircraft, end-to-end support, and sustainable solutions,” said Gabriel Semelas, president of Airbus in Africa and Middle East region.

As aviation networks and traffic continue to expand, Airbus forecasts the need for more than 265,000 people to be employed in the sector over the next two decades. This includes 69,000 new pilots, nearly 64,000 new technicians and 132,000 cabin crew.

The regional commercial aviation services market is valued at about $30bn over the next 20 years.

Growth is expected primarily in maintaining aircraft availability, training, flight operations and Air Traffic Management solutions, as well as cabin upgrades and connectivity services.

Few destinations have rewritten their story as confidently as AlUla. Once known mainly to archaeologists and adventure seekers, it has become one of Saudi Arabia’s clearest examples of how tourism can be built with intention rather than speed.

In this conversation with Gulf Business, Phillip Jones, chief tourism officer at the Royal Commission for AlUla, breaks down how the destination is influencing the kingdom’s tourism momentum and its model that blends conservation, community, and culture into a single vision.

Saudi Arabia is leading global tourism spending growth, and AlUla is often cited as a model for purposeful tourism. How do you see AlUla’s approach contributing to the kingdom’s overall tourism success?

AlUla has become one of the most visible expressions of Vision 2030 in action, proving that tourism can drive cultural preservation, community empowerment, and sustainable economic growth. From the beginning, we’ve taken a long-term view of development that prioritises value over volume.

Every decision, whether infrastructure, partnerships, or visitor experience design, has been guided by the principles of purposeful tourism, creating experiences that enrich travellers while protecting what makes AlUla so unique.

Our contribution to the kingdom’s broader success lies in showing that growth and guardianship can go hand in hand. By focusing on conservation, creativity, and community, we’re building a model for responsible destination development that others across Saudi Arabia, and indeed the region, can learn from.

You’ve spoken about authenticity being central to AlUla’s development. What does “authenticity” mean in practice, and how do you balance it with the demands of international visitors seeking luxury experiences?

Authenticity isn’t a tagline for us – it’s a guiding principle. Everything we do starts with respect for AlUla’s stories, landscapes, and people. True luxury here isn’t imported, it’s embedded. It’s found in the stillness of the desert, in architecture that draws from ancient design traditions, and in the warmth of a community that welcomes visitors as guests, not tourists.

The modern traveller is looking for something deeper than material luxury. They want meaning, connection, and experiences that feel genuine. By grounding our hospitality in authenticity, we create something both elevated and emotionally resonant – a form of luxury that feels human.

Community uplift is a recurring theme in AlUla’s story. Can you share specific examples of how local communities are benefiting from tourism growth and how their role is being protected as development accelerates?

The people of AlUla are the heartbeat of this destination. More than half of our tourism workforce is local, and that number continues to grow as we expand training in hospitality, guiding, conservation, and creative industries. You can see the results everywhere – in new small businesses, from local tour operators to artisan collectives and farmers’ markets, all thriving from the opportunities tourism brings.

Just as importantly, we’ve built frameworks to ensure the community has a voice in shaping AlUla’s future. For us, success isn’t measured only in visitor numbers, but in how tourism can restore pride, revive traditions, and build lasting prosperity for those who call this place home.

Heritage protection is one of AlUla’s cornerstones. What lessons can other destinations take from your approach to safeguarding cultural and natural assets while still driving strong visitor numbers?

Conservation and tourism can complement one another when managed with the right intent. In AlUla, preservation always comes first. We cap visitation to protect our sites, invest heavily in archaeology and restoration, and design visitor experiences that encourage respect and reflection rather than overexposure.

We also treat heritage as a living force, not something frozen in time. Our “Living Museum” approach allows people to walk among ancient civilisations, learn from our rawis, and connect personally with thousands of years of human history. The message to other destinations is simple – protect what makes you distinctive, and travellers will value you for it.

With Saudi Arabia ranked among the top three globally in tourist arrival gains, what do you see as the next frontier for AlUla – what innovations or initiatives will define its evolution over the next five years?

The next chapter for AlUla is about deepening connection – moving from awareness to genuine aspiration. We’re entering a phase where every experience, every partnership, and every story is designed to build emotional resonance with visitors.

In the coming years, we’ll see the new arts and cultural spaces, boutique resorts that redefine desert luxury, and immersive experiences that use technology to bring history to life.

Equally important, we’ll continue to advance our sustainability commitments, from rewilding and regenerative agriculture to achieving carbon-neutral operations by 2035. Innovation for us isn’t about scale – it’s about significance.

AlUla has positioned itself as more than a tourism site – it’s also an open-air museum and a cultural exchange platform. How do you ensure this positioning resonates with both domestic and international audiences?

We’ve made a conscious effort to ensure AlUla’s story is inclusive and meaningful to both Saudi and international audiences. For global travellers, AlUla offers a rare opportunity to experience shared human heritage in an extraordinary natural setting. For Saudis, it’s a source of national pride and rediscovery – a place that connects them to their cultural roots while showcasing the kingdom’s creative future.

Through exhibitions and performances like Thikra in Paris and London, and collaborations with AFALULA, UNESCO, and the Smithsonian, we’ve built bridges of cultural dialogue. Our goal is for AlUla to be seen not just as a destination, but as a meeting point for culture, creativity, and understanding.

As global travellers increasingly seek purpose-driven journeys, how is AlUla shaping its marketing and partnerships to appeal to this new generation of mindful tourists?

Today’s travellers want meaning, connection, and authenticity – and AlUla delivers this by taking its story to the world through collaboration. Our approach extends beyond campaigns and advertising to genuine partnerships that connect people to our purpose.

Purpose for us isn’t a campaign – it’s how we operate. AlUla’s story is one that travels far beyond our landscape. We take it to the world through collaboration, culture, and creativity. Whether through exhibitions, performances, or global partnerships, we use every platform to spark curiosity and invite people to see what makes this place so special.

Our work with partners like AFALULA, UNESCO, and leading cultural institutions allows us to share AlUla’s heritage and innovation with audiences globally. These collaborations showcase not only our artistic and archaeological depth, but our values – sustainability, openness, and respect for culture.

We see marketing and communications as connection, not promotion. Every partnership, from the stage to the gallery, is an opportunity to build understanding and inspire travel that has meaning.

Read: AlUla Development Company CEO Fabien Toscano on developing the destination with purpose