The Middle East’s space economy reached a turning point in 2025, shifting from ambition to execution across regulation, infrastructure, satellite programmes and private-sector participation, according to an annual report by venture capital firm Beyond Earth Ventures.

The report, The Middle East Space Economy: 2025 Review and 2026 Outlook, said governments, sovereign-backed entities and private operators across the region moved away from isolated flagship projects towards continuity, commercialisation and governance.

“In 2025, governments, sovereign-backed entities, and private operators across the Middle East shifted from isolated flagship projects to a focus on continuity, commercialisation, and governance,” said Viktor Shpakovsky, MENA general partner at Beyond Earth Ventures.

He added that the region is building interconnected ecosystems linking regulation, launch capabilities, satellite services, talent development and international partnerships.

Progress across satellite launches and active space missions led by the UAE

The report reviews progress across satellite launches and active missions led by the UAE, deep-space and lunar initiatives such as the Emirates Mission to the Asteroid Belt and Rashid Rover 2, and sovereign launch capabilities in the UAE and Oman.

It also highlights technological developments including AI-enabled satellites, 3D-printed engines and near-space platforms, as well as human spaceflight milestones, space-based research aboard the International Space Station, and growing cooperation with partners in the United States, Europe and Asia.

Private-sector participation, startup activity and deep-tech investment feature prominently in the assessment, alongside talent development, STEM education and the build-out of multi-node economic infrastructure spanning manufacturing, launch, services and innovation.

Looking ahead to 2026, Beyond Earth Ventures said the foundations laid in 2025 are expected to support accelerated growth, driven by clearer regulation, increased commercialisation of satellite services and rising private investment.

The report said alignment with global trends, including AI-driven satellite operations, mega-constellations, reusable launch systems, advanced Earth observation and emerging in-orbit manufacturing, is likely to strengthen the region’s position in the global space economy.

“Every large organisation has areas it tends to avoid based on past experience,” says Dietmar Siersdorfer in a recent conversation with Gulf Business editor Neesha Salian. “I see those moments not as barriers, but as invitations. My team knows my philosophy: ‘When somebody says no, sales start.’ That’s when you push hardest to find the right way in.”

That drive to identify opportunity where others see complexity has defined Siersdorfer’s 40-year career journey.

From a 21-year-old engineer wanting to discover the world to leading Siemens Energy through its most transformative years in the Middle East and Africa, Siersdorfer has built a career on the belief that “change is always good”.

The school of cultural adaptation

His leadership philosophy wasn’t forged in a boardroom, but in the field during his first international posting in Malaysia in the 1990s.

“I discovered different cultures and different ways of looking at things in Asia,” he reflects. “I learned that you need to adapt to where you are. While there is often a temptation to apply a singular global template to every market, I’ve always preferred to mix different views to bring things forward together.”

This approach found its most powerful application in the UAE, where he managed a team at Siemens Energy of more than 80 nationalities. “Countries from across the world were collaborating as one team,” he says.

“The key is fostering an environment where different perspectives are valued, because in business, you need multiple viewpoints to succeed.”

The reality check on energy transition

Siersdorfer is a staunch advocate for a greener future, but he is also a realist. He notes that the global conversation has shifted from idealistic theory to operational necessity.

“Three to five years ago, the narrative was that the world would be entirely renewable, that we wouldn’t need gas turbines anymore,” he explains. “Today, the discussion is about how we actually get power to the people. Electricity growth is so demanding that everyone recognises you can’t do it with renewables alone.”

He points to the recent power failure in Spain (last year) as a cautionary tale for grid stability: “Spain has 75 per cent renewables plus nuclear. When a part of the grid shut down, the nuclear plants’ safety features forced them to shut down too.

“Within half an hour, the entire grid was down. This is why we need rotating equipment, gas turbines, that keep grids automatically stable. We may never see 100 per cent renewable grids for at least the next decade and a half.”

Strengthening localised leadership in Africa

Two years ago, Siersdorfer took on the challenge of Africa, where roughly 600–700 million people still live without electricity. His focus was on a strategic evolution of how the company serves the continent’s unique needs.

“We recognised that the scale of opportunity in Africa required a more localised approach,” he says. “To truly partner with these nations, we prioritised having our leadership teams based directly on the continent. I championed the idea that our people need to be on the ground, experiencing the challenges and successes first-hand.”

Around the same time, the Presidential Power Initiative (PPI) in Nigeria saw its first phase implemented. “In November 2025, I met the president in Nigeria. It was a different discussion, with implementation underway.”

Championing new opportunities in Saudi Arabia

Strategic growth often requires advocating for fresh investment even when internal consensus is cautious. In Saudi Arabia, Siersdorfer saw a pace of execution that demanded a new level of commitment.

“I told the company we needed to look at upgrading our facilities there. After several weeks and months, we got approvals to build and extend our factory capacity.” The substation factory, which opened recently, is already fully loaded for years solely from Saudi demand. “Things change, and I believe change is always good. Don’t take only your experience; take also the new things that you potentially can do.”

The innovation edge: AI at Jebel Ali

Innovation, for Siersdorfer, is about incremental efficiency with massive impact. He points to the company’s operations for the Dubai Electricity and Water Authority in Dubai’s Jebel Ali as a prime example of AI in action.

“We have gas turbines with intelligent AI controller systems. This AI optimises operations to reduce gas consumption while dramatically cutting emissions, not just CO2, but dangerous NOx emissions. AI can help, and we need to continue this avenue from an engineering perspective.”

The next chapter for Dietmar Siersdorfer: Beyond “retirement”

After 40 years, Siersdorfer is looking toward a new kind of “A game”.

“I don’t like the word ‘retirement’. I’m changing to a different avenue, but I’m not retiring from life or this field,” he reveals. “I’m founding a company and have already signed on clients. I want to select what I’m doing; I aim to do things which I couldn’t do in a corporate environment, like taking different avenues in AI.”

Siersdorfer’s final piece of advice for the next generation? Empowerment over micromanagement.

“I don’t need to be the front man running the show. What I provide is focus and direction. Empowering people to do their best is what matters.”

Read: Siemens Energy appoints Hussein Shoukry as MD for the Middle East and Africa

Airlines operating out of the UAE and Qatar cancelled multiple flights to Iran on Friday amid unrest in the country.

Reuters reported at least 17 flydubai flights scheduled to operate between Dubai and Iranian cities including Tehran, Shiraz and Mashhad were cancelled, according to the Dubai Airports website.

A flydubai spokesperson said that all flights to Iran scheduled for Friday had been cancelled, adding that the airline would “continue to monitor the situation” and revise its schedule accordingly.

Flights operated by Iranian carriers, including Iran Air, Mahan Air and Qeshm Air, were continuing as normal.

Disruptions extended beyond the UAE. At least two flights scheduled to operate between Doha and Tehran were cancelled on Friday, according to the Hamad International Airport website. The airport showed services returning to schedule on Saturday.

Turkish media also reported widespread cancellations. Turkish Airlines reportedly cancelled 17 flights to Iran, while AJet cancelled six services. Budget carrier Pegasus Airlines also cancelled flights to Iranian cities on Friday.

The flight suspensions come as Iran faces ongoing nationwide protests that began in late December, driven by worsening economic conditions. The country has seen a sharp fall in the value of the rial alongside a steep rise in the cost of living.

Iran has also been hit by a countrywide digital blackout, with authorities limiting mobile internet access in an effort to curb the spread of protests. The blackout, which began on Thursday, extended into Friday, adding to travel and operational uncertainty across the region.

Roblox Corp has said it will require users globally to complete an age check to access chat features on its platform, rolling out the requirement over the next week in all regions where chat is available.

The move makes Roblox the first large online gaming platform to mandate age checks for users of all ages before allowing them to communicate with others, the company said.

Roblox said the change is aimed at strengthening user safety by enabling age-appropriate communication and limiting interactions between adults and minors.

Roblox began requiring age checks for chat access in December in Australia, New Zealand and the Netherlands, following a phased rollout announced in November.

More than 50 per cent of daily active users in those markets have already completed the process, the company said. Globally, tens of millions of users have completed age checks so far.

“Our commitment to safety is rooted in delivering the highest level of protection for our users,” said Matt Kaufman, Roblox’s chief safety officer. “By building proactive, age-based barriers, we can empower users to create and connect in ways that are both safe and appropriate.”

Read: UAE issues new federal decree-law to protect minors from digital risks

Here’s how age checks will be held through the Roblox app

Age checks are completed through the Roblox app using a device’s camera and rely on facial age estimation technology.

Images and videos used in the process are securely processed by Roblox’s vendor, Persona, and deleted immediately after processing, the company said. Users aged 13 and above can also verify their age using official identification.

While the age check is optional, users who do not complete it will not be able to access chat features.

Roblox said it offers appeal processes for users who believe their age has been incorrectly assessed, including alternative verification methods and parental controls that allow parents to update a child’s age.

The company added that it continuously evaluates user behaviour and may ask users to repeat the age check if there are significant discrepancies.

Users to be assigned to age groups

After completing an age check, users are assigned to one of six age groups, under 9, 9 to 12, 13 to 15, 16 to 17, 18 to 20, and 21 and above.

By default, users can chat with others in their own age group as well as the groups directly above and below.

Chat is disabled by default for children under nine, unless a parent provides consent following an age check.

The company said the requirement is part of a broader safety strategy that includes strict communication rules for minors, content moderation and parental controls.

Roblox said the system will also support future measures, including age checks for creators using certain collaboration tools and features designed to make it easier for children to chat with parents and siblings in different age groups.

As global air travel rebounds and passenger expectations evolve, Dubai-based airlines are leading the way with innovative strategies that combine technology and premium service.

flydubai and Emirates, two of the city’s flagship carriers, are charting distinct but complementary paths to ensure Dubai retains its status as a world-class aviation hub. While flydubai leverages artificial intelligence and digital platforms to enhance operational efficiency, Emirates is expanding its Premium Economy offerings and upgrading cabin experiences to meet the growing demand for comfort and convenience. Together, these moves reflect a broader industry trend: the fusion of digital transformation with elevated passenger experiences.

Read more-Dubai’s winter travel surge: New Routes, schedules that passengers must know about

flydubai takes off with AI-driven turnarounds

flydubai recently selected ZestIoT to deploy its cutting-edge Turnaround Management Platform at Dubai International Airport (DXB) and across the airline’s growing network. The platform promises to digitise turnaround operations, providing real-time visibility, AI-driven insights, and predictive collaboration to improve decision-making and operational execution.

Mohamed Hassan, SVP of Airport Services and Cargo at flydubai, emphasised the strategic importance of the initiative: “As we steadily expand our operations, real-time visibility and optimised performance are essential to further improving connectivity for our passengers across our growing network. By adopting the latest digital solutions, we look forward to building on our successful partnership with ZestIoT as we further enhance our operational efficiency.”

flydubai operates a fleet of 97 Boeing 737 aircraft, serving more than 135 destinations in 58 countries, with an average of 370 daily flights from DXB. The airline’s commitment to digital transformation aims to improve predictability, reduce delays, and elevate the passenger experience, aligning with its goal of delivering a modern, efficient, and seamless journey for travellers, a flydubai media report said.

Amit Sukhija, CEO of ZestIoT, highlighted the transformative potential of the platform: “While many in the industry are still piloting such solutions, flydubai is taking decisive action. With our multi-source data orchestration, visibility-driven with a smart AI agent platform, we are proud to empower their workforce, enhance collaboration, take smarter decisions, and deliver measurable impact.”

Emirates expands premium offerings to meet global demand

While flydubai focuses on operational efficiency, Emirates is responding to passenger demand for premium travel experiences. The airline has announced a significant expansion of its Premium Economy services across its fleet of retrofitted Boeing 777s, A350s, and A380 aircraft, covering more than 84 routes by July 1. The move coincides with an anticipated surge in summer travel and the airline’s broader strategy to deliver a consistent and elevated onboard experience.

Emirates’ network expansion includes new daily services to Copenhagen, Phuket, and Cape Town, offering additional frequencies and enhanced connectivity. Passengers on these routes can expect the airline’s award-winning Premium Economy cabins with extra legroom, upgraded dining, and refined amenities. These improvements also complement Emirates’ Business and Economy Class cabins, ensuring a seamless and premium experience across all classes, an Emirates media centre report conveyed.

The Copenhagen route now benefits from a second daily service from 1 June, while Phuket and Cape Town will see a third daily frequency starting July 1, all operated with the latest A350 aircraft. Emirates has carefully timed these flights to provide convenient onward connections to Europe, Asia, Africa, and the Middle East, enhancing Dubai’s role as a global travel hub.

Divergent paths, unified goals

flydubai and Emirates exemplify two different approaches to innovation in aviation. flydubai’s strategy centers on digital transformation and AI-powered operational efficiency, ensuring aircraft depart on time, staff collaborate seamlessly, and passengers enjoy a smoother travel experience. By contrast, Emirates emphasises premium service expansion, investing in cabin comfort, upgraded amenities, and increased route frequency to meet rising demand for upscale travel.

Despite these divergent approaches, both airlines share a common objective: positioning Dubai as the world’s most connected and passenger-friendly hub. Operational excellence at flydubai complements Emirates’ luxurious onboard offerings, together strengthening Dubai’s appeal to both business and leisure travellers.

A broader trend in aviation

Industry experts note that these initiatives reflect a wider global trend. Airlines worldwide are increasingly turning to AI, predictive analytics, and digital platforms to enhance operational reliability. Simultaneously, passenger expectations are shifting toward personalised, premium experiences, with comfort, connectivity, and convenience as key differentiators. Dubai’s carriers are leveraging these dual trends to gain a competitive edge in a fast-evolving market.

“Technology and service enhancements are no longer optional, they’re essential for airlines seeking growth,” said an industry analyst.

“Flydubai’s AI-driven turnaround management reduces inefficiencies and delays, while Emirates’ expanded Premium Economy offerings cater to passengers’ desire for comfort and flexibility. Together, they illustrate how digital innovation and premium service can coexist to elevate an entire aviation ecosystem.”

Looking ahead: The future of Dubai aviation

flydubai and Emirates continue to expand and refine their networks. flydubai’s digitisation strategy is expected to reduce operational disruptions and improve connectivity across more than 135 destinations, while Emirates’ cabin upgrades and increased flight frequencies position the airline to capture surging demand across Europe, Asia, Africa, and Australia. Both airlines are also strategically deploying aircraft, including the A350, to optimise routes and enhance customer experiences.

As Dubai cements its role as a global aviation hub, the city’s airlines are setting benchmarks for the industry. The integration of AI-driven operations and premium cabin experiences reflects a broader commitment to innovation, connectivity, and passenger satisfaction. For travellers, this means faster turnarounds, smoother connections, and elevated comfort, underscoring Dubai’s ambition to remain at the forefront of global aviation.