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Global but local: The education model powering Heriot-Watt University’s growth in the UAE

Having academics undertake research into organisational responses to AI, into the decarbonisation of the transport infrastructure across the UAE, the UK, and Malaysia, provides invaluable comparative insights

Gulf Business
Gulf Business

23 April, 2026

Global but local: The education model powering Heriot-Watt University’s growth in the UAE

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Heriot-Watt University’s multi-campus model delivers real-time insight into global shifts like AI and sustainability.
Its presence across regions enables comparative research and stronger policy and industry relevance.

Rooted in Scottish academic tradition, it maintains global quality standards while adapting locally. Its programmes focus on digital innovation, sustainability, and applied, career-ready learning. The university aims to deepen its impact across GCC research, education, and workforce development.

In this interview Professor Angus Laing, Executive Dean, Edinburgh Business School and School of Social Sciences at Heriot-Watt University speaks about how the university’s multi-campus model enables a truly global perspective on key challenges like AI and sustainability.

He explains how operating across regions allows comparative research that strengthens both academic insight and real-world policy relevance.

Heriot-Watt University has been a pioneer in transnational education, with campuses across continents, including its longstanding Dubai campus. What strategic advantages does this multi-campus model offer in responding to global shifts such as artificial intelligence and sustainability?

Being anchored in different locations around the globe provides the University, and the academic community, with exposure to different thinking, different policies and different responses from businesses to the key global trends we are witnessing today.

While the rapid emergence of AI, the multidimensional environmental challenges, migration and demographic change are global phenomena, they play out differently in different locations. Having academics undertake research into organisational responses to AI, into the decarbonisation of the transport infrastructure across the UAE, the UK, and Malaysia, provides invaluable comparative insights. Insights which in turn feed into our teaching, offering all our students, as well as the policy makers with whom we work, a global perspective on these critical issues.

Moving from its Scottish origins to becoming a truly global university has its challenges. How does Heriot-Watt University maintain academic quality and identity while locally adapting to the needs of regions like the UAE?

Ultimately, we are both a global and a local institution. A global institution firmly rooted in the intellectual heritage of Scotland, of the enlightenment and the centrality of education to societal progress. The Scottish anchoring provides an incredibly strong and globally recognised academic quality infrastructure that has been developed over the past century and more.

Yet working with the CAA in the UAE offers us a healthy challenge to any assumptions we make about the delivery of high-quality university education. That challenge is health, along with the scrutiny of the QAA in the UK it ensures we continue to evolve and enhance our educational offering. Globalisation ultimately benefits all sides, to the long-term advantage of students and, in turn, employers and society.

With digital transformation now a business imperative, how does HWUD equip students with practical skills and digital fluency that industry partners in the UAE and region are actively seeking?

Focusing on Edinburgh Business School within HWUD, we have three core themes running across all the School’s programmes. These are technological innovation, digital literacy, and sustainability. We see these as key to the long-term relevance of our students’ education. Moreover, they are anchored within an educational experience that places practice, specifically fostering opportunities for students to apply the knowledge they have gained. It is this combination that makes our graduates sought after by employers not just within the UAE but internationally.

The UAE has been investing heavily in skills development and workforce transformation. What role do international campuses like HWUD play in supporting regional upskilling and lifelong learning initiatives?

As noted already, possessing campuses in the UAE, the UK, and Malaysia allows HWUD to draw on our global expertise to support our educational offerings, including executive education, in the UAE. An example of such cross-fertilisation would be the work we do with SMEs in the UK in delivering the government-supported Help to Grow scheme. Building on this expertise and experience, we are now delivering the equivalent government-backed programme in Malaysia.

Ultimately, we would look to deliver this in the UAE, bringing global expertise to bear. In this regard, HWU globally is distinctive in the strength of our online educational provision, which, with over 6000 students, enables the University to deliver flexible lifelong education that supports organisations and individuals navigate the challenges we face over the coming decade.

As the UAE and wider Gulf region’s higher education landscape continues to evolve, what aspirations does Heriot-Watt University have for its role and contribution over the next decade?

For HWU globally, our campus in the UAE is already a very significant part of the overall university. We are confident that it will continue to grow in importance to the institution, not just in terms of student numbers and revenue, but also as a part of our global research ecosystem. Our world-class Global Research Institutes in robotics, industrial decarbonisation and health technology already integrate academics from HWUD. However, the scale of their footprint in Dubai is set to grow as we engage ever more closely with governments and businesses across the GCC region.

This year marks 20 years since the launch of Heriot-Watt University’s MBA programme. How has the MBA evolved over the past two decades to remain relevant in a rapidly changing global business environment, particularly in areas such as leadership, sustainability, and digital transformation?

The MBA has flourished over the decades precisely because it has evolved to reflect the challenges confronting contemporary organisations. For high-quality MBAs, such as those offered by Edinburgh Business School, maintaining the currency of content is critical. Consequently, issues of AI, cybersecurity, decarbonisation, and demographic change are continually being integrated into our MBA, ensuring the programme is commercially and socially relevant.

How does the Heriot-Watt MBA differentiate itself and support leadership growth in the UAE and region?

Core to our MBA portfolio is our flexible, accessible, career-aligned online MBA programme. Available for students to study independently, around this, we scaffold a range of variants, including our full-time face-to-face MBA with Professional Practice. This flexibility and pedagogical innovation within our MBA portfolio, along with its contemporary content, means that Edinburgh Business School provides learners with an MBA that supports professionals in fostering the skills and expertise required to thrive in the modern business environment.

Aldar, Mubadala snap up Dhs654m Masdar City asset in clean energy, AI play

Aldar and Mubadala acquire Dhs654m ‘The Link’ at Masdar City, a fully leased mixed-use asset anchored by clean energy and AI tenants

Gulf Business
Gulf Business

23 April, 2026

Aldar, Mubadala snap up Dhs654m Masdar City asset in clean energy, AI play
Pictured: The Link at Masdar City.

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A joint venture between Aldar Properties and Mubadala Investment Company has acquired The Link at Masdar City for Dhs654m, as investors double down on income-generating assets tied to Abu Dhabi’s innovation economy.

The deal adds a fully leased mixed-use development to the partners’ portfolio, underlining continued institutional demand for high-quality real estate anchored by long-term tenants in strategic sectors such as clean energy and artificial intelligence.

The Link is a cluster of five interconnected buildings offering around 32,000 square metres of net leasable area.

Designed as a central spine within Masdar City, it combines Grade A LEED Platinum office space, a net-zero energy headquarters building, residential accommodation and shared public spaces.

The asset is fully occupied by tenants including Abu Dhabi Future Energy Company (Masdar) and Mohamed bin Zayed University of Artificial Intelligence, positioning it at the heart of the UAE’s clean energy and AI ecosystem.

Confidence in long-term fundamentals

Dr Bakheet Al Katheeri, CEO of Mubadala’s UAE Investments Platform, said the transaction reflects “continued confidence in Abu Dhabi’s long-term growth trajectory and the strength of its innovation-driven economy”.

“Through our partnership with Aldar, we are scaling high-quality assets within Masdar City — one of the UAE’s leading platforms for clean energy, artificial intelligence, and advanced research,” he said, adding that the investment aligns with Mubadala’s focus on “sustainable infrastructure that delivers strong financial performance while supporting the UAE’s Net Zero ambitions”.

Talal Al Dhiyebi, group CEO of Aldar, said the acquisition strengthens the firm’s recurring income base.

“This high-quality, fully leased asset enhances the resilience and scale of Aldar’s investment portfolio, while deepening our exposure to an internationally renowned sustainable urban development centred on clean energy, advanced technology and research,” he said.

Meanwhile, Ahmed Baghoum, CEO of Masdar City, described the project as a key addition to the district’s evolution.

“The Link marks a significant addition to Masdar City’s evolving destination, advancing a vision where sustainable development supports economic growth and future industries,” he said.

Masdar City has been recognised as the UAE’s fastest-growing free zone, with more than 2,000 companies operating across sectors including clean energy and artificial intelligence.

UAE central bank bans WhatsApp use for banking services

The central bank also flagged data residency concerns, noting that information shared via such platforms could be stored or processed outside the UAE, potentially breaching local regulations

Rajiv Pillai
Rajiv Pillai

22 April, 2026

UAE central bank bans WhatsApp use for banking services
Image: Getty Images

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The Central Bank of the UAE has directed all banks and licensed financial institutions in the country to immediately stop using instant messaging platforms such as WhatsApp for financial services and customer data handling, in a move aimed at strengthening consumer protection and tightening data security standards.

Several local media reported that the directive, issued through a supervisory notice circulated to the sector, requires institutions to comply by April 30, 2026, or face potential regulatory action.

Under the new rules, banks are prohibited from using messaging platforms for a wide range of activities, including customer communication, transaction processing and data exchange. Specifically, institutions must not use such apps to request or share customer information, initiate or confirm transactions, or transmit authentication credentials such as passwords or one-time passwords.

The directive also extends to the exchange of documents containing personal or financial data, effectively shutting down any operational use of consumer messaging apps in banking workflows.

The regulator said the move follows growing concerns over the increasing use of messaging applications as informal service channels, which expose customers and institutions to multiple risks.

These include fraud, impersonation, account takeovers and social engineering attacks, as well as the potential unauthorised disclosure of sensitive information.

The central bank also flagged data residency concerns, noting that information shared via such platforms could be stored or processed outside the UAE, potentially breaching local regulations that require customer and transaction data to remain within the country.

As part of the directive, financial institutions have been instructed to discontinue existing use cases involving messaging apps and transition customers to approved channels, including mobile banking applications, online platforms, call centres and physical branches.

Banks must also strengthen internal controls, including staff training and monitoring mechanisms, to prevent further use of unregulated communication channels.

Institutions are required to confirm compliance and outline corrective actions by the end of April 2026. Failure to comply could result in supervisory action, financial penalties or other regulatory measures.

Kingdom Holding Company acquires majority stake in Al Hilal Club Company

Kingdom Holding Company, chaired by Prince Alwaleed bin Talal, said the acquisition reflects its strategy to expand into high-growth sectors with long-term economic and social value, in line with Saudi Arabia’s Vision 2030 diversification agenda

Neesha Salian
Neesha Salian

22 April, 2026

Kingdom Holding Company acquires majority stake in Al Hilal Club Company
Image: PIF

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The Public Investment Fund (PIF) has signed a binding agreement for Kingdom Holding Company (KHC) to acquire a 70 per cent stake in Al Hilal Club Company, in a transaction valuing the football club at an enterprise value of SAR1.4bn, the two entities said recently.

The deal marks another step in the restructuring of Saudi football assets under the kingdom’s wider sports sector transformation programme.

PIF, which became the major shareholder of Al Hilal in 2023 as part of the Saudi Sports Clubs investment and privatisation initiative, said it had helped drive a period of operational and commercial growth at the club, including improvements in governance, infrastructure and revenue generation from sponsorships, merchandise and matchday operations.

PIF will retain a minority stake and continue to support Al Hilal’s development

“The sale aligns with PIF’s strategy to maximise returns and redeploy capital within the domestic economy,” said Yazeed A Al-Humied, deputy governor and head of MENA Investments at PIF. “We have set ambitious goals for clubs to become commercially sustainable while delivering long-term value.”

As part of the agreement, PIF will retain a minority stake and continue to support Al Hilal’s development.

Kingdom Holding Company, chaired by Prince Alwaleed bin Talal Al Saud, said the acquisition reflects its strategy to expand into high-growth sectors with long-term economic and social value, in line with Saudi Arabia’s Vision 2030 diversification agenda.

“Al-Hilal is a national symbol and a source of pride for the Saudi people,” Prince Alwaleed said. “We aim to unlock its full potential while preserving its history and identity, using global investment standards and strategic partnerships.”

The acquisition is expected to be completed once regulatory approvals and customary closing conditions are met.

The transaction underscores a broader shift in Saudi Arabia’s sports sector, where state-backed assets are increasingly being repositioned for private-sector participation and commercial expansion, as the kingdom seeks to boost the industry’s contribution to non-oil growth.

Dubai unveils 42km gold line underground metro project with 2032 completion target

Sheikh Mohammed added that Dubai’s development agenda remains firmly on track

Rajiv Pillai
Rajiv Pillai

22 April, 2026

Dubai unveils 42km gold line underground metro project with 2032 completion target
Image: Sheikh Mohammed/X account

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Dubai has unveiled plans for a major expansion of its public transport infrastructure, with Sheikh Mohammed bin Rashid Al Maktoum announcing the launch of the Dubai Metro Gold Line project, a 42-kilometre fully integrated underground metro corridor with an investment of Dhs34bn.

The new line, described as the largest transportation project in the emirate, will pass through 15 strategic areas and is expected to serve around 1.5 million residents. It will also enhance connectivity to 55 major real estate developments currently under construction, reinforcing the role of transit infrastructure in supporting Dubai’s urban expansion and property market growth.

Scheduled to open on September 9, 2032, the Gold Line is set to increase the overall length of the Dubai Metro network by 25 per cent, marking a significant milestone in the evolution of the city’s mass transit system.

In a post on X, Sheikh Mohammed highlighted the strategic importance of the project in shaping Dubai’s long-term development trajectory, stating that landmark infrastructure initiatives remain central to positioning the emirate as one of the world’s most liveable cities.

View post on X

The scale of the investment and the timeline underscore Dubai’s continued commitment to long-term infrastructure planning, even as the city manages rapid population growth and rising demand for integrated mobility solutions. By linking key residential and commercial hubs, the Gold Line is expected to reduce congestion, improve accessibility, and drive economic activity across multiple sectors, particularly real estate and construction.

The project aligns with broader government efforts to future-proof urban mobility, expand public transport adoption, and support sustainable city planning. It also signals continued momentum in Dubai’s infrastructure pipeline, with large-scale developments playing a central role in enabling economic diversification and enhancing the emirate’s global competitiveness.

Sheikh Mohammed added that Dubai’s development agenda remains firmly on track, emphasising that future initiatives will accelerate as part of a broader vision to build a better future for millions of residents and businesses.

DMCC launches two new office towers in Uptown Dubai

DMCC is currently accepting expressions of interest from prospective tenants ahead of formal leasing

Rajiv Pillai
Rajiv Pillai

22 April, 2026

DMCC launches two new office towers in Uptown Dubai
Image: Dubai Media Office

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DMCC has announced the launch of One Uptown Place and Two Uptown Place, two new Grade A commercial towers within its flagship Uptown Dubai, as the business district expands its commercial and financial ecosystem.

The twin-tower development will add more than 560,000 square feet of premium office space, pushing Uptown Dubai’s total commercial footprint beyond 1 million square feet. Leasing is set to open in the second half of 2026, with project completion targeted for the first quarter of 2028.

Comprising 21 and 15 storeys respectively, the towers are designed to cater to a wide range of occupiers, from multinational corporations to high-growth firms. Office sizes will range between 2,100 and 17,600 square feet, with select floors offering multi-level configurations connected via private staircases to support larger tenants.

Mixed-use positioning with retail integration

In addition to office space, the development will incorporate approximately 82,000 square feet of retail, reinforcing Uptown Dubai’s positioning as an integrated mixed-use destination combining commercial, retail and lifestyle components.

The project is being delivered amid rising demand for high-quality office space in well-connected districts, particularly as Dubai continues to attract global firms across finance, trade and technology sectors.

The expansion aligns with DMCC’s broader strategy to build specialised ecosystems, including FinX, the Wealth Hub and the Maritime Centre, aimed at attracting financial institutions, fintech companies, alternative lenders and digital asset firms.

Ahmed Bin Sulayem, executive chairman and chief executive officer of DMCC, said: “Businesses are increasingly prioritising environments that combine connectivity, flexibility and access to capital and markets. With One Uptown Place and Two Uptown Place, we are adding over 560,000 square feet of Grade A office space, taking Uptown Dubai’s total commercial capacity beyond 1 million square feet. The towers are designed to accommodate a wide range of occupiers, featuring office configurations from 2,100 to 17,600 square feet, including integrated multi-level layouts. This reflects the scale and sophistication of demand we are seeing across trade, finance and technology. As we continue to build out ecosystems for the next generation of businesses, including DMCC Wealth Hub, FinX and the Maritime Centre, Uptown Dubai is evolving into a fully integrated district, offering companies a premium and connected platform to grow and operate globally.”

Design, connectivity and sustainability features

Designed by Brewer Smith Brewer Group, the towers will feature amenities such as in-building dining, retail outlets and a swimming pool, alongside more than 1,600 parking spaces with valet services and a dedicated shuttle link to the Dubai Metro.

Additional features include floor-to-ceiling glazing for panoramic views, 13 destination-controlled elevators and inter-floor connectivity designed to improve operational efficiency for larger occupiers.

Both buildings are targeting Leadership in Energy and Environmental Design (LEED) Gold certification, incorporating energy- and water-efficient systems, solar-controlled glazing and enhanced indoor environmental standards.

DMCC is currently accepting expressions of interest from prospective tenants ahead of formal leasing, as it continues to position Uptown Dubai as a next-generation hub for global trade, finance and emerging technologies.

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