The Middle East is entering a historic phase of wealth transition, with more than $1tn set to pass to the next generation of family business heirs. For family offices in the UAE and across the region, this shift is reshaping governance, investment strategies, and even philanthropic priorities.

Richard Surrency, group chief commercial officer at IQ-EQ, speaks to Gulf Business about how predictive analytics can bridge generational divides, why governance structures are becoming more formalised, and how fund managers in the Gulf are navigating demands for operational excellence, sustainability, and a stronger local presence.

Family offices in the UAE are facing a historic wealth transfer. How do you see the next generation reshaping investment strategies while still honouring legacy and tradition?

The UAE and the wider Middle East is on the verge of a historic wealth transfer. Roughly $1tn (Dhs3.67tn) is moving to heirs and extended family members, with a third of these transitions already underway. It’s a pivotal moment for family offices in the region and they are required to think carefully about how their wealth is structured, protected, and set up for the long term, while honouring the legacy they have built upon.

What’s particularly interesting is the generational difference. Many of the founders built their wealth in a very different world — one very focused on energy and trade. But their successors have grown up in a highly globalised, digital, and asset-diverse environment. That’s naturally changing investment strategies, risk appetites, and even philanthropic priorities. But you can’t ignore tradition. The next generation still wants to honour the family’s legacy and hierarchy, so succession planning is a careful balancing act.

This is where technology, and predictive analytics in particular, can really act as a bridge between generations. Public markets are already using these tools to forecast performance and manage risk, but private markets and family offices have been slower to catch on. For the digital-native next generation, predictive analytics can help anticipate liquidity needs, stress-test portfolios, and spot opportunities across more diversified, sustainable, and global assets.

By using these tools, families can make smarter, forward-looking decisions while keeping strategies aligned with the values that built the wealth. It’s a way to ensure legacy doesn’t get stuck in the past but grows and evolves alongside the family’s wealth.

What kinds of governance or structural changes are you observing among regional family offices as they prepare for this transition?

Many UAE family offices were initially informal structures that relied on personal networks, inherited knowledge, or founder oversight. But now, with the UAE being such a global financial hub and the regulatory environment evolving, there’s a real shift toward formalisation. Frameworks like the DIFC Family Office Regime and ADGM’s Private Family Office regulations are professionalising the sector, giving families a structured way to manage succession.

These formalised structures are becoming increasingly necessary not just to tick the compliance box but to allow families to plan ahead in a practical, future-proof way. Traditional tools like wills or powers of attorney don’t always work when assets span multiple countries and generations. That’s why trusts and foundations are becoming essential. They are flexible, tried-and-tested frameworks that help families manage legal and tax complexities, while still keeping the wealth within the family.

With these structures in place, family offices today are better equipped to navigate these transitions. And with experts helping them along the way, the next generation can both preserve their legacy and adapt to a rapidly maturing and competitive market.

Gulf sovereign wealth funds are pushing managers to demonstrate operational excellence beyond just returns. What does this mean in practice, and how are fund managers adapting?

Operational excellence in the Gulf has always been about building investor trust. But today, as regulatory complexity and competition increase, it’s also about creating a real competitive edge in the GCC asset management sector.

This is where operational alpha comes in. It’s all about what happens behind the scenes. Fund managers are seeing that success is no longer just about picking the right assets, it’s becoming more about how efficiently and professionally the fund operates overall. Every process, from fund administration to compliance, has to run flawlessly, because any misstep can become a real risk to delivering investment returns.

We are seeing fund managers increasingly turn to technology such as predictive analytics, real-time data, and automation to help them anticipate risk, improve governance, and boost performance in cross-border operations.

We’ve seen sovereign wealth funds increasingly tie commitments to a local presence and capital allocation. How does this reshape the role of international fund managers operating in the Gulf?

There’s a surge in international investment in the Gulf. Looking at the UAE specifically, FDI hit Dhs167.6bn in 2024, and the government is aiming for Dhs240bn annually by 2031. While these numbers explain why more fund managers are moving in, the real driver is sovereign wealth funds. PIF in Saudi Arabia, Mubadala in Abu Dhabi, and the Qatar Investment Authority aren’t just investing globally, they’re shaping the rules of the game for fund managers in the region.

These SWFs now want managers to have a local presence and commit capital to the Gulf if they want backing. That’s why you’re seeing global asset managers opening offices in Riyadh, Abu Dhabi, and Dubai. But it’s not just about showing up. Fund managers here also need to demonstrate operational alpha, running their operations efficiently and professionally behind the scenes. They need strong local teams, scalable operations, and compliance across jurisdictions.

Dubai’s financial sector is showing the scale of this in real time. Company registrations are up 32 per cent in H1 2025, including asset managers, hedge funds, and family offices.

Turning to infrastructure, the Middle East is building out its data centre capacity at speed to support AI and cloud services. What risks and opportunities do you see in this expansion?

We are seeing a big increase in data centre development. Growth rates are nearly 20 per cent a year globally, and a huge part of that is coming from the Middle East, driven by AI, cloud services and ambitious national digital agendas.

The opportunity is huge. Governments are investing heavily in digital economies, hyperscalers are committing capital, and the region’s geography makes it an ideal bridge between East and West as a hub for data infrastructure. Examples include Khazna Data Centres in the UAE unveiling a 100 MW AI facility in Ajman, Amazon Web Services investing $5.3bn in new data centres in Saudi Arabia, and OpenAI partnering with UAE-based G42 to build its Stargate UAE AI data centre in Abu Dhabi, which will become one of the world’s largest.

The challenge is that while these facilities are central to future progress across nearly every sector, they also create a new kind of energy and resource demand that few decarbonisation or electrification strategies anticipated. Data centres need large amounts of constant power. Where renewables are still scaling and power consumption is rising across the board, the challenge is to prevent added strain on the grid and avoid falling back on traditional power sources.

Supporting AI and cloud services effectively is about building with both speed and smarts—through clever site selection, diversified energy procurement or rigorous ESG performance tracking. This will strengthen resilience and open the door to new sources of capital and long-term competitiveness.

There’s growing scrutiny on the environmental footprint of data centres. How can operators in the region realistically balance growth with sustainability?

The scrutiny on the environmental footprint of data centres is only going to intensify, particularly in regions like the Middle East where water scarcity and high temperatures put added pressure on operators.

An average data centre can consume over a million litres of water a day for cooling, which is simply not sustainable. The way forward is to make sustainability part of the operating model from the start. Closed-loop cooling systems and the use of reclaimed water can reduce dependence on scarce resources. Long-term renewable energy agreements and on-site solar can ease reliance on the grid while strengthening investor confidence.

Transparency also matters. Reporting against recognised metrics like power usage effectiveness (PUE), water usage effectiveness (WUE) and carbon usage effectiveness (CUE), and aligning with global standards, sends a powerful signal to regulators, customers and capital providers. Growth in the sector is inevitable, but the operators that demonstrate they are building responsibly will win investor trust and be positioned for long-term success.

IQ-EQ has a strong global footprint. From your perspective, what makes the Gulf region distinctive in terms of client expectations, regulation, and growth potential?

The Gulf is unique because investors and family offices place huge importance on trust, transparency, and high-quality service. Fund managers here are under pressure from rising investor expectations and liquidity challenges, so outsourcing fund administration or compliance has become a way to build trust and professionalise operations. Regulators are also raising standards, pushing firms to adopt best practices and align with institutional-grade frameworks.

On top of this, the market is tech-forward. Investors expect tools that can keep up with fast growth, and AI and predictive analytics are increasingly being used to anticipate risks, manage liquidity, and make faster, data-driven decisions.

Looking ahead, where do you see the greatest opportunities for institutional investors and family offices in the Middle East over the next five years?

There is significant opportunity in private markets. The latest DIFC report forecasts that private market assets will exceed $30tn by 2030, so it’s no surprise that wealthy individuals and family offices are increasingly looking here. At the same time, there is growing demand for modern, personalised fund administration, especially from younger family offices seeking more sophisticated, tailored solutions.

With that kind of growth, firms need tools that help them stay ahead. Investors want more than PDFs — they want real-time, usable data. AI is already helping automate and speed up fund administration. Predictive analytics is a game-changer here, helping managers anticipate risks, spot opportunities, and deal with liquidity challenges before they become a problem. With the Middle East embracing digitisation and a tech-first approach, we’re going to see more of these tools shaping private markets.

In line with World Tourism Day celebrations on September 27, Dubai Police has expanded its elite patrol fleet with the addition of three luxury vehicles from Mercedes-Benz.

Represented by the Tourism Police Department under the General Department of Criminal Investigation, the force unveiled the new additions, which are equipped with state-of-the-art sustainable transport systems and advanced artificial intelligence features, a Dubai Media Office report said.

Read more-Dubai Police ranked world’s most reputable police force by study

The launch ceremony was led by Brigadier Saeed Al Hajri, Director of the General Department of Criminal Investigation, and attended by senior officials from both Dubai Police and Gargash Enterprises, the official dealer of Mercedes-Benz.

The newly inducted vehicles include the Mercedes SL 55 AMG, Mercedes GT 63 AMG, and the Mercedes EQS 580, a fully electric model. Each car is designed with cutting-edge AI systems and interactive displays that offer real-time updates to drivers, ensuring both high performance and enhanced situational awareness.

Brigadier Al Hajri noted that the fleet expansion reflects Dubai Police’s commitment to adopting the latest automotive innovations, while also enhancing the police presence at high-traffic tourist hubs such as Burj Khalifa, Mohammed bin Rashid Boulevard, and Jumeirah Beach Residence (JBR).

Enhancing safety at tourist hotspots

“Our aim is to bolster the sense of safety and security at Dubai’s key tourist attractions,” said Brigadier Al Hajri. “These luxury patrols also enable officers to engage with visitors, provide assistance, and further strengthen the community-oriented image of Dubai Police.”

He also praised the strong, ongoing partnership with Gargash Enterprises, underlining the importance of aligning with global leaders in automotive excellence to achieve strategic policing goals.

Thomas Schulz, General Manager of Mercedes-Benz Cars, expressed pride in the collaboration: “This partnership with Dubai Police underscores our joint commitment to sustainable, future-focused mobility. We are honoured to see our vehicles serve in such a vital public safety role.”

The ceremony concluded with an exchange of commemorative shields between Brigadier Al Hajri and Mr Schulz, marking another milestone in the evolving alliance between Dubai Police and Mercedes-Benz.

Majid Al Futtaim recently unveiled Bright Bites, a new retail concept described as the world’s first supermarket designed specifically for children. The initiative blends shopping, play, and learning in an effort to encourage healthier eating habits and more balanced food choices among young people in the UAE.

To understand more about Bright Bites and its wider role in Majid Al Futtaim’s retail strategy, we spoke with Dr Günther Helm, CEO at Majid Al Futtaim – Retail. Here are excerpts from the conversation:

Bright Bites has been described as the world’s first supermarket designed for kids. What was the inspiration behind launching such a unique retail ecosystem in the UAE, and how do you see it shaping children’s relationship with food and nutrition?

Bright Bites was inspired by profound insights from listening to our teams and our customers and based on a simple but powerful belief that kids who eat better, feel better and do better.

As a purpose-led company we wanted to address this pragmatically, by addressing global concerns related to malnutrition and childhood obesity while supporting our customers through a daily real-life challenge – preparing a lunchbox that is more nutritionally balanced and appealing to children aged 4-11.

It’s an important moment where vision meets purpose and retail is truly shaping the habits of future customers – the children of today.

By putting children at the heart of their food journey – through a holistic ecosystem; the Kids Supermarket, the Bright Bites Academy, and the Bright Bites School Programme – we’re helping them make informed choices, have fun with food, and create lifelong positive associations with more nutritionally balanced eating.

The initiative blends gamification, learning, and play with shopping. How do you see this experience-driven approach redefining what retail means for families and the next generation of customers?

Majid Al Futtaim’s founding vision is to create great moments for everyone, everyday. As we continue honouring this legacy, we are reshaping the retail experience to capture the hearts and minds of our customers in ways that matter to them.

We are leading with purpose and reimagining the future of retail by creating more meaningful experiences that deliver value beyond the checkout and leave a lasting impact. With Bright Bites, we’ve built a space where shopping is interactive, educational, and fun. Kids can shop independently using the first-of-its-kind Bright Bites 2-in-1 play-and-shop card, unlock games, and learn as they go. This helps kids build decision-making skills, encourages independence in a trusted environment, and makes better options more appealing. It builds early brand affinity, influences long-term habits, and redefines retail as a platform for wellbeing, education, and community engagement. This is impact.

For families and the community, we have created a multi-purpose hub; the Bright Bites academy – a place that sparks conversations about food and nutrition and holds workshops that simplifies adopting more nutritionally balanced lunchboxes. 

Childhood nutrition is a pressing issue globally. How does Bright Bites align with the UAE’s national priorities in health, education, and sustainability, and what kind of real-world impact are you aiming for?

Bright Bites is aligned with UAE Vision 2031 and the UAE National Nutrition Strategy 2020–2030, supporting national goals in health, education, and sustainability by making more nutritionally balanced choices accessible, affordable, and appealing.

Developed with certified nutritionists and behaviour change experts, it’s built around an evidence-based ‘Pick Your Five’ framework – aligned with the UK Eatwell Guide and UAE dietary guidelines – which encourages children to choose one item from each of five food groups: fruits and vegetables, mains, dairy, beverages, and mindful snacks. 

Simple and practical, this framework helps create lasting, more nutritionally balanced habits. 

With the Bright Bites school programme we are also supporting teachers and schools:

1. Introducing the ‘Pick Your Five’ system through gamification, vibrant characters, and practical tools.

2. Ready-to-use resources including lesson plans, activity guides, and logistical support.

3. Aligned with internationally recognised frameworks such as the UK Eatwell Guide and UAE national dietary guidelines.

4. Developed with certified nutritionists and behaviour change experts to ensure credibility and impact. The programme brings fun, theatre, and competition to the heart of Bright Bites.

Our ultimate goal is to enhance nutrition literacy and empower future generations to make informed, healthier food choices.

Read: Majid Al Futtaim reports 23% jump in H1 profit on digital push, property growth

Majid Al Futtaim Retail operates nearly 500 stores across the region, with Carrefour as a flagship brand. How does Bright Bites fit into your broader retail portfolio, and do you see this model expanding beyond the UAE?

Right now, Bright Bites is exclusively available at Carrefour in the UAE, and it strengthens our position as a market leader in innovation and family engagement. It’s a unique differentiator in our portfolio – combining retail, education, and wellbeing in one holistic ecosystem.

While the UAE is our launchpad, the potential for future rollouts is exciting, and we’ll ensure that any expansion stays true to the core mission of empowering families and encouraging better eating habits. Any expansion plans to other countries will be carefully evaluated based on factors like regional demand, partnerships, and the unique nutritional and cultural aspirations in each market.

Looking at your wider retail strategy, where do you see the biggest growth opportunities in the coming years? Are there new concepts, technologies, or regions that you’re prioritising?

Our growth strategy is anchored in three pillars: innovation, customer experience, and sustainability – all while staying committed to caring for our customers and communities, actively listening to their needs, and delivering solutions that make a real difference.

As we look forward, we will continue developing concepts and formats that resonate with our customers and that support food security, local suppliers and producers. We will also continue investing in our omni-channel approach and expanding our digital capabilities across markets.

As an Emirati owned company we hope to continue building on our legacy in the UAE and the region and to continue evaluating and exploring opportunities that matter.

Beyond retail, Majid Al Futtaim has built a strong ecosystem across malls, leisure, and entertainment. How important is it for you to integrate these different touchpoints, and how does that benefit customers and strengthen your growth story?

Integration is one of our biggest strengths, and it’s absolutely crucial to our growth journey and our commitment to our founder’s mission – ‘Creating Great Moments for Everyone, Everyday’. Whether it’s shopping in our malls, visiting our leisure destinations, or engaging with our retail brands, customers experience a consistent standard of quality and service.

For Bright Bites, this means we can amplify the concept through our wider ecosystem, leveraging our diverse touchpoints to create a 360-degree engagement strategy. This cross-platform approach ensures that Bright Bites messaging reaches families where they live, shop, and play, reinforcing positive food associations and strengthening brand connection and loyalty.

This integration allows us to make a tangible difference in their everyday lives, aligning with our care commitment towards our customers and communities.

Can you share some key retail trends you are seeing currently that can transform the retail industry especially in the GCC?

Three trends stand out. First, experience-led retail: customers seek meaningful interactions, which is exactly what Bright Bites delivers. Second, purpose-driven consumption: people are choosing brands that align with their values, especially around health and sustainability. And third, digital integration: from personalised offers to customised promotions and advertising, to seamless omnichannel shopping, technology is shaping the future of retail.

In the GCC, these trends are amplified by a young, connected population that is open to innovation. Bright Bites sits at the intersection of all three trends, delivering immersive experiences, a clear social purpose, and digital engagement through gamification. This makes it a model for the future of retail in the region.

In a bold alignment of marketing strategy, customer retention, and elevated traveler experience, the UAE’s top airlines, Etihad Airways, Emirates, and Air Arabia, have rolled out a wave of loyalty-led campaigns aimed at redefining value for their flyers. These initiatives, featuring everything from bonus miles and credit card perks to anniversary raffles and deep seat sale discounts, underscore a regional shift toward data-driven, experience-rich loyalty ecosystems.

Read more-How AI is powering UAE travel in 2025: More bookings, less fraud

With global aviation well into its post-pandemic rebound and Middle Eastern carriers competing for premium and mass-market passengers alike, airlines are no longer just selling tickets, they’re selling lifestyle memberships, where every purchase, swipe, or mile flown feeds into a broader rewards narrative.

At the heart of this strategic rollout are three key components:

• Etihad Guest is harnessing financial partnerships to deliver co-branded credit card benefits, exclusive vouchers, and the chance to win first-class tickets—all targeted toward affluent and aspirational UAE-based customers.
• Emirates Skywards is celebrating 25 years of loyalty innovation with a global activation campaign featuring millions of giveaway miles, airport surprises, and a striking new aircraft livery.
• Air Arabia, the region’s leading low-cost carrier, is focusing on future demand stimulation by opening a Super Seat Sale for early 2026 travel, catering to value-seekers planning ahead.

Together, these campaigns not only reward customer behavior but also reflect the growing role of loyalty programmes as core revenue drivers and brand equity multipliers for regional airlines. In an increasingly crowded and competitive airspace, differentiation comes not only from seat quality or network size, but from how well an airline makes customers feel seen, valued, and rewarded beyond the aircraft cabin.

Here’s a detailed look at what’s on offer, who’s eligible, and why these loyalty campaigns mark a defining moment in the evolution of airline consumer engagement in the UAE.

Etihad Guest: Five limited-time credit card deals take off

Etihad Guest, the award-winning loyalty programme of Etihad Airways, has unveiled five powerful new offers for UAE residents in partnership with four major local banks. The promotion is open to those who apply for co-branded Etihad Guest Visa Credit Cards before 30 September 2025, offering substantial rewards that go far beyond routine travel miles.

Mark Potter, Managing Director at Etihad Guest, explained the strategy behind the campaign:

“These offers are designed to help our members travel further, travel better, and enjoy the value of being part of the Etihad Guest family… We’re proud to partner with leading banks to ensure that our members benefit from the best travel and lifestyle perks in the region and beyond.”

The highlight of the campaign is a raffle draw for new cardholders, offering a chance to win two return first-class tickets, a premium experience valued at tens of thousands of dirhams.

The five limited-time Etihad Guest credit card offers:

1-Win two return first-class tickets

UAE residents who apply for any eligible Etihad Guest Visa Credit Card by 30 September 2025 will be automatically entered into a raffle draw to win two return first-class tickets to any global destination serviced by Etihad Airways.

This grand prize allows everyday spenders to potentially experience the pinnacle of luxury travel, transforming routine credit card usage into a life-changing journey.

2-First Abu Dhabi Bank (FAB)

Customers applying for the FAB Etihad Guest Infinite Visa Credit Card stand to earn up to 220,000 bonus Etihad Guest Miles, a fast-track to Gold Tier status, a Miles Discount Voucher of up to 75 per cent, complimentary airport transfers, and airport lounge access. This offer is valid until 30 September 2025.

3-Emirates NBD

Applicants for the Emirates NBD Etihad Guest Visa Card will enjoy a waived annual fee for the first year, up to 200,000 welcome miles, fast-track access to Gold Tier, and a Miles Discount Voucher of up to 50 per cent. The offer is open until October 30, 2025.

4. Abu Dhabi Islamic Bank (ADIB)

The ADIB Etihad Guest Visa Covered Card offers a substantial 225,000 welcome miles, Gold Tier fast-track, and a Companion Voucher for select travel bookings. Valid through 30 September 2025.

5. Emirates Islamic

Applicants for the Emirates Islamic Etihad Guest Visa Card can earn up to 100,000 welcome miles, fast-track to Gold Tier, and receive two 60 per cent Miles Discount Vouchers. This offer remains valid until December 31, 2025.

All offers come with respective bank terms and conditions, including credit eligibility and application deadlines. Members can apply directly via partner banks, referencing Etihad Guest.

Etihad Guest members can redeem their miles on Etihad Airways, over 25 airline partners, worldwide hotel stays, exclusive vacations, or shop for premium products via the Etihad Guest Reward Shop.

Emirates Skywards celebrates 25 years with massive global campaign

As it marks a significant 25-year milestone, Emirates Skywards, the loyalty programme of Emirates and flydubai, is celebrating with a splash: 25 days of rewards, bonus miles, and a 25 million Skywards Miles raffle that could make one lucky traveler a mileage millionaire.

Dr Nejib Ben Khedher, Divisional Senior Vice President of Emirates Skywards, highlighted the significance of this global campaign:

“Emirates Skywards is a true success story – one that was born in Dubai and has now become one of the most recognised and loved loyalty programmes in the world… Thank you for being at the heart of our story.”

Highlights of the 25-year anniversary celebration:

25 million Skywards Miles raffle

Skywards members can enter a prize draw between September 25 and October 20 by earning miles through eligible bookings or purchases. Prizes include:

• 1 winner of 1 million miles
• Multiple prizes of 250,000 and 100,000 miles

Bonus Miles Offers

• 50 per cent extra miles on Emirates and flydubai bookings
• 25 per cent bonus miles on spend across airline partners, Skywards Everyday merchants, Skywards Miles Mall, Skywards Hotels, and eligible credit cards
• Up to 50 per cent bonus miles for buying or gifting Miles

DXB Terminal Activations: Surprise & Delight

From October 1–5 (Terminal 3) and October 8–9 (Terminal 2):

• Interactive games with Skywards Miles as prizes
• Complimentary lounge access and Duty Free vouchers
• Free ice cream via Skywards-branded trucks

‘Spot the Tag’ campaignskywards miles,

Special luggage tags at baggage belts in Dubai International Airport can unlock:

• Emirates-branded merchandise
• Lounge passes
• Bonus Skywards Miles

Premium surprises for longtime members

Loyal premium members may receive surprise tier upgrades, cabin class upgrades, and exclusive anniversary gifts.

To mark the occasion, Emirates is also launching a limited-edition aircraft livery featuring a bold silver “25 Years” decal, set to fly across Emirates’ global network from October.

Air Arabia: Super Seat Sale to open on September 29

While Emirates and Etihad lead with rewards and exclusivity, Air Arabia is addressing the value-driven market with a practical incentive: its upcoming “Super Seat Sale” will open bookings on September 29, 2025, for travel starting February 17, 2026.

Known for its budget-friendly fare strategy, Air Arabia’s seat sales are often snapped up quickly. This early-bird promotion gives passengers a chance to plan well in advance, ideal for families, business travelers, and bargain hunters.

Customers will have a limited booking window, and due to high expected demand, early action is encouraged. The airline has not yet revealed specific fare discounts or destinations, but past sales have included deep reductions across its regional and international routes.

This initiative helps the airline manage seat inventory and cash flow while allowing customers the flexibility to align travel with long-term plans and holidays.

Loyalty as strategy: The sky is the limit

Taken together, these offers represent more than short-term promotions, they reveal a strategic shift across UAE airlines toward deeper customer engagement, data-driven personalisation, and lifestyle integration.

• Etihad Guest is leveraging banking partnerships to embed travel into daily life.
• Emirates Skywards is enhancing its global prestige with milestone celebrations and member-first rewards.
• Air Arabia is capitalising on price sensitivity by rewarding early bookings.

Whether you’re a First-Class aficionado, a budget explorer, or a savvy credit card user, there’s never been a better time to maximise loyalty in the skies.

Baidu’s Apollo Go, WeRide and Pony.ai have been granted permits by Dubai’s Roads and Transport Authority (RTA) to conduct autonomous driving trials on the emirate’s roads, enabling the companies to begin deploying vehicles for on-road testing across urban Dubai.

The move adds a new dimension to Dubai’s public transport ecosystem through RTA’s partnerships with the three companies.

By leveraging autonomous driving technologies and fleet operation expertise, all required tests and operations will be conducted to ensure the vehicles adapt seamlessly to the city’s local environment.

RTA collaboration to help Baidu, Pony.ai, WeRide set set global benchmark

Through collaboration with RTA, Baidu’s Apollo Go, WeRide and Pony.ai aim to co-build a global benchmark for smart mobility and contribute to solidifying Dubai’s position as a world-leading autonomous city.

The implementation builds on agreements signed earlier this year between RTA and the three companies, ensuring timely execution of RTA’s roadmap to introduce autonomous taxi services in Dubai, in line with the emirate’s ongoing development across multiple sectors.

The initiative supports Dubai’s wider push to adopt autonomous mobility solutions and reinforce its global leadership in smart mobility. RTA’s partnerships with international players in the sector represent a step towards achieving Dubai’s Smart Self-Driving Transport Strategy, which targets converting 25 per cent of all mobility journeys into autonomous trips across different modes of transport by 2030.

Read: Here’s why WeRide, Uber expect Abu Dhabi’s ride volume to double