Thirty years ago, Al Dahra was built to solve a straightforward problem: feed the UAE. Today, it operates across 15 countries, manages more than 100,000 hectares of irrigated farmland, and moves commodities through 27 ports on four continents. On the surface, this is a story of expansion and scale. But what actually shifted is more fundamental, and more instructive for an industry navigating unprecedented pressure.

The global food system is facing structural strain, not cyclical headwinds. Geopolitical fragmentation, energy volatility, and climate unpredictability have become the operating baseline rather than temporary disruptions. In this environment, the companies that survive are not those that simply produce more efficiently. They are the ones that can perform reliably when conditions are difficult, that have built redundancy into their systems before crisis strikes, and that see technology not as a cost center but as competitive infrastructure.

When global shipping networks came under pressure in recent years, Al Dahra’s operations barely faltered because of deliberate preparation. The company had secured input supply early, diversified its logistics routes across continents, and invested in capabilities that allowed its teams to respond quickly to real-time change. That consistency under pressure reveals something important about how the company is actually built.

In this conversation, held alongside the release of Al Dahra’s 2025 Sustainability Report, Arnoud van den Berg, group CEO of Al Dahra, discusses the company’s transformation from a regional agricultural operator into a globally connected platform, the strategic imperatives that now define the industry, and why investors should be paying less attention to headlines about sustainability and more attention to the operational architecture that makes it real.

Al Dahra has grown from a single farm in Al Ain into a global agribusiness operating across roughly 20 countries. Looking at the company today, how would you describe Al Dahra’s strategic positioning, and what has shifted in how you see its role within the wider sector?

Al Dahra began with a clear and practical mandate: to grow food for the UAE. Over three decades, that mandate has evolved into something considerably broader. Today, we see our role as building a globally connected platform, one that farms at scale, operates with discipline, and distributes reliably across more than 40 markets.

We are building the world’s largest digitally enabled, irrigated farming platform, with a current footprint of more than 100,000 hectares and ambitions to grow significantly beyond that. Scale alone is not the objective. The objective is an operation that is durable, diversified, and capable of sustaining performance across the full range of conditions an increasingly unpredictable world presents. That is the shift: from a business defined by what it grows to one defined by how reliably it performs.

The global operating environment for agribusiness has changed materially in recent years, with fragmentation across geopolitics, trade, and energy, alongside increasing climate variability. From where you sit, what does that environment now ask of a company like Al Dahra over the next few years?

The operating environment has changed in a way I would describe as structural rather than cyclical. Fragmentation across geopolitics, trade, and energy markets is no longer temporary; it has become the baseline against which we plan, invest, and make decisions. Climate variability compounds that reality in ways no longer predictable against historical norms.

What this asks of Al Dahra is a fundamental reordering of priorities. The dominant question in agribusiness has historically been about efficiency: how do we produce more using fewer resources? That question has not disappeared, but it now sits alongside a more pressing one: how do we ensure the system holds when conditions are difficult? Reliability, optionality, and continuity have moved to the centre of value creation – direct drivers of the trust our customers and partners place in us.

The companies that will perform well are those that treat preparedness as strategic infrastructure rather than a contingency. That is the lens we apply at Al Dahra.

When global shipping patterns came under pressure recently, Al Dahra was widely recognised for the consistency of its operations. From a leadership perspective, what made the difference, and what does that say about how the company is built?

Consistency under pressure is not something that can be improvised. It is built in advance, through decisions on diversification, early contracting, logistics redundancy, and cross-functional coordination made long before any specific challenge arises.

In concrete terms: our teams had secured between 70 and 100 percent of seasonal input requirements early across key regions. Nearly 300 global shipments continued moving across 27 ports on four continents, with 10 percent of routes adjusted as conditions required. The Fujairah Strategic Grain Terminal, which has operated without interruption since 2015, continued to do exactly that.

But what I would also point to is the human dimension. Functions aligned daily across multiple time zones. The data tells one part of the story; the commitment of our people tells the other. Together, that discipline and human leadership created a network that simply did not stop.

Al Dahra has been investing significantly in precision agriculture, AI, and digital farm management. Where is the return on that investment most visible today, and how does it shape decision-making at a strategic level?

The return on investment in precision agriculture is most visible in three areas: yield optimisation, input efficiency, and decision speed. On yield, utilisation of IoT sensors, remote sensing, auto-guidance, and emerging AI technologies allows us to optimise every aspect of crop production based on soil moisture, satellite data, and climate projections. The impact of these technologies can shift yield by as much as 10 percent. That is 10 percent more output with no increase in land, water, or inputs.

On input efficiency, variable-rate seeding, nutrient application, and recently, even spraying with the assistance of computer vision-based AI models means giving each part of each field precisely what it needs, reducing water consumption, lowering fertiliser use, and supporting our sustainability commitments. We have rolled out a digital management platform across more than 89,000 hectares in Romania, Serbia, Egypt, and Morocco, bringing real-time monitoring and faster threat response across our farming footprint.

At a strategic level, what changes is the quality and speed of decision-making. That capability… the ability to act on information quickly and accurately, is increasingly central to how we compete.

The UAE is increasingly positioned as a hub for sustainable agriculture innovation. What role does the country play in Al Dahra’s global model, and how do you see that relationship evolving?

The UAE has been fundamental to Al Dahra’s development, and it remains central to our global model, though not principally as a farming location. What the UAE offers is something more valuable: a platform for leadership, innovation, and strategic connectivity that very few markets in the world can match.

Practically, our UAE presence includes the Fujairah Strategic Grain Terminal, with capacity to handle significant national import volumes; the state-of-the-art KEZAD rice factory; and digital and precision agriculture capabilities we develop locally and deploy globally. The UAE’s diplomatic relationships and commercial connectivity also enable us to operate effectively across Africa, the Americas, South Asia, and the wider MENA region.

I am passionate about the role the UAE can play at the frontier of sustainable agriculture innovation as the testing ground where the technologies, models, and partnerships that will define the next generation of global agriculture are developed and proven. The UAE as an innovation anchor, and our global farming platform as the deployment engine.

Agribusiness sits at the intersection of food, energy, and climate, three of the most-discussed themes globally. For investors looking at large-scale, sustainability-led agriculture, what should they be paying attention to right now?

Investors should first recognise that this is a long-term industry. The fundamentals, population growth, rising calorie demand, constrained land supply, water scarcity, are structural and compounding. But the capital must be patient. Building resilient, regenerative farming operations at scale takes time and sustained investment.

What they should be paying close attention to is the integration of the value chain. The most exposed businesses in this sector are those that farm in isolation, without the sourcing relationships, logistics infrastructure, and processing capabilities to see commodity through to the customer. That architecture of resilience is what investors should be probing for.

I would also highlight the intersection of sustainability and investability. Regenerative agriculture is not philanthropic positioning; it is financially rational. Healthier soils yield more with fewer inputs, and farms built on years of no-till practice are more productive and more resilient to climate stress. The metrics to watch are not just hectares and tonnes, but soil organic matter, water use efficiency, and carbon sequestration rates, the indicators that distinguish a platform built to compound over decades from one optimised for the current quarter.

You can read Al Dahra’s 2025 Sustainability Report at www.aldahra.com.

The Middle East is emerging as a global leader in infrastructure transformation, with organisations accelerating investments in artificial intelligence, grid modernisation and decarbonisation as governments push ahead with clean energy and digitalisation strategies, according to a new report by Siemens.

The 2026 Middle East Infrastructure Transition Monitor, based on a survey of 400 senior executives and interviews with regional industry leaders, found that 66 per cent of executives in the Middle East believe the global energy transition needs to accelerate significantly, compared with 57 per cent globally.

The report also found that 70 per cent of organisations in the region have already set targets for direct and indirect emissions, exceeding the global average of 58 per cent, while 68 per cent view digitalisation as essential to achieving decarbonisation goals.

Industrial AI is expected to play a central role in that transition. Around 62 per cent of executives said artificial intelligence would reshape infrastructure operations within the next three years, while 56 per cent of organisations said they were ready to implement autonomous systems in buildings. Some 57 per cent plan significant investment in autonomous technologies over the coming year.

“The 2026 Middle East Infrastructure Transition Monitor highlights a significant shift across the Middle East, as infrastructure evolves into a strategic driver of competitiveness, resilience, and sustainable growth,” said Hakan Ozdemir, CEO of Siemens Smart Infrastructure in the Middle East and Siemens Qatar.

“As energy systems grow more complex and demand continues to rise, success will depend on the ability to connect data, intelligence, and physical infrastructure at scale. At Siemens, we see this transformation unfolding every day. By bridging the real and digital worlds, we are helping customers move beyond traditional infrastructure toward industrial AI-enabled systems that not only power autonomous buildings and future grids efficiently but also make them resilient. The next phase of infrastructure transformation will be defined by how intelligently systems can anticipate, adapt, and respond to change.”

The report found resilience has become a key focus for infrastructure operators, with 61 per cent of organisations saying industrial AI is already making critical infrastructure more resilient.

Grid modernisation was also identified as a priority, with 64 per cent of respondents saying smart grids and grid software are essential to enabling the clean energy transition.

Meanwhile, 66 per cent supported integrating electricity, gas, hydrogen and transportation systems into a coordinated energy platform to improve efficiency and resilience.Demand for advanced digital infrastructure is also growing.

Nearly seven in 10 respondents, or 69 per cent, said their organisations require more sophisticated technologies to support rapid data integration, with the same proportion planning to increase spending in this area.

The study also highlighted growing public-private collaboration across the region, with 65 per cent of respondents saying businesses and governments are working closely on energy policy, compared with a global average of 59 per cent.

The findings come as countries across the Middle East continue to invest in renewable energy, power transmission and digital infrastructure as part of broader economic diversification and net-zero ambitions.

Siemens said increasingly interconnected infrastructure systems would require greater resilience, digital intelligence and adaptability to support long-term growth.

International investor appetite for Saudi Arabia continues to accelerate as major developments move from planning into execution, creating fresh opportunities across real estate, infrastructure, hospitality and mixed-use destinations.

Against this backdrop, Cityscape Global 2026 has launched Capitals by Cityscape Global, an enhanced investment platform designed to connect global capital with developers, masterplans and investment opportunities across Saudi Arabia and international markets.

The scale of investor interest was evident at Cityscape Global 2025, where participating investors represented a combined $6.1tn in real estate and infrastructure assets under management. The programme brought together 173 senior leaders from organisations including BlackRock, Brookfield, UBS, PGIM, King Street Capital Management and Hines, alongside sovereign wealth funds and family offices.

The event facilitated 474 curated one-to-one meetings and organised four private site visits to some of Saudi Arabia’s flagship developments, including Diriyah, New Murabba and projects by National Housing Company (NHC).

Cityscape Global 2025 also recorded more than 164,000 visits from over 120 countries and hosted 206 developers, including 82 international developers from 42 countries. Organisers said the exhibition generated $63bn in strategic deals and property transactions on-site.

As Saudi Arabia’s development pipeline advances into delivery and operational phases, investors are increasingly looking for access to projects offering long-term growth potential and stable returns. Opportunities are emerging across residential communities, hospitality assets, mixed-use destinations, infrastructure projects and urban development initiatives.

Building on the success of its Institutional Investor Programme, Capitals by Cityscape Global broadens participation beyond institutional investors to include sovereign wealth funds, pension funds, investment banks, family offices, ultra-high-net-worth individuals, developers, master developers and government stakeholders.

The platform will offer concierge-led introductions, curated meetings, private site visits and targeted matchmaking designed to connect investors directly with investment opportunities.

Reflecting evolving investor priorities, Capitals will also expand beyond traditional real estate and infrastructure opportunities to include hospitality assets, large-scale urban developments and emerging investment sectors.

Brian Higgins, founder and managing partner of King Street Capital Management, described the event’s growing importance, saying: “Cityscape Global is like Davos for real estate.”

Investment will take centre stage during the opening day of Cityscape Global 2026, with discussions focusing on capital flows into high-growth markets, infrastructure-led development, sovereign wealth fund activity and alternative asset classes such as data centres, digital infrastructure and technology-enabled real estate.

Rachel Sturgess, senior vice president at Tahaluf, organiser of Cityscape Global, said: “Investors are no longer asking whether Saudi Arabia represents an opportunity. They are actively seeking access to projects, partners and markets across the country. Capitals by Cityscape Global has been created to help connect global investors with the people, projects and opportunities driving growth today.”

Cityscape Global 2026 will take place in Riyadh under the theme “The Capital of Real Estate”, reflecting Saudi Arabia’s growing role as one of the world’s most active real estate and infrastructure investment markets.

More than 70 per cent of companies in the Middle East are prioritising artificial intelligence to strengthen their cybersecurity defenses after experiencing suspected AI-enabled cyber attacks over the past year, according to a new report by the Boston Consulting Group (BCG).

The report, based on a global survey of 500 senior executives, found the Middle East leads all regions in the adoption of mature cybersecurity capabilities, with 32 per cent of organisations reporting advanced, widely deployed and proven security systems. It also found 64 per cent of companies are actively seeking cybersecurity professionals as demand for specialist talent accelerates.

The findings come as businesses worldwide face increasingly sophisticated cyber threats powered by artificial intelligence, including deepfake fraud, ransomware attacks and automated hacking tools capable of identifying software vulnerabilities at unprecedented speed.

While the Middle East has emerged as one of the most proactive regions in preparing for AI-driven cyber risks, spending has yet to fully match ambitions.

More than half, or 56 per cent, of organisations surveyed said they had increased cybersecurity budgets by between 25 per cent and 75 per cent over the past year. However, none reported budget increases exceeding 75 per cent, compared with a small proportion of organisations in Africa and Latin America that made larger spending commitments.

“The timing of these findings is critical. We are now operating in an environment where AI-enabled attacks are scaling faster than traditional security measures can respond, passive defense is no longer viable,” said Shoaib Yousuf.

“The Middle East invested ahead of the curve, treating cybersecurity as a board-level strategic priority rather than a technical issue. That foresight is now proving essential, and the gap between prepared organisations and those still building foundational capabilities will only widen,” he added.

According to the report, organisations are increasingly deploying AI-powered tools to strengthen security operations, including systems for deepfake detection, security operations centre alert prioritisation, behavioural anomaly detection and fake account identification.

BCG said AI is rapidly transforming both cyber attacks and cyber defences, making closer collaboration between chief executives and chief information security officers increasingly important.

The consultancy recommended that organisations elevate cybersecurity to board level, accelerate the deployment of AI-enabled security tools, strengthen governance around AI systems themselves and adopt multi-vendor cybersecurity architectures to improve resilience against evolving threats.

The report comes as governments and businesses globally assess the implications of increasingly capable AI models that could significantly enhance offensive cyber capabilities, raising concerns over the pace at which organisations can adapt their defences.

Read: CFOs ramp up AI spending, with 42% planning increases above 30%

Motorists using Sharjah’s seven-day paid parking zones will now be required to pay parking fees until midnight following an extension of operating hours by Sharjah City Municipality.

The revised timings apply to designated “blue zones” across the emirate, where paid parking hours have been extended from the previous 8am–10pm schedule to 8am–12am. The new rules took effect from November 1, 2024, and apply throughout the week, including public holidays.

According to Sharjah City Municipality, the move is intended to improve parking efficiency and increase the availability of spaces in high-demand areas. Blue zones are identified through dedicated blue parking information signs and are typically located in busy commercial, residential and mixed-use districts where parking demand remains elevated into the late evening hours.

The change comes as municipalities across the UAE continue to modernise parking management systems to better align with urban growth, increasing vehicle ownership and rising visitor numbers. Extended parking hours are also expected to support retail, hospitality and tourism activity by ensuring greater turnover of parking spaces in key destinations.

Under the revised framework, motorists using seven-day zones are required to pay parking fees from 8am until midnight every day of the week. Standard parking zones across Sharjah continue to operate under their existing schedule, with paid parking generally running from 8am to 10pm from Saturday to Thursday, while designated blue zones remain chargeable seven days a week.

The municipality said the measure forms part of broader efforts to optimise public parking infrastructure and improve traffic flow across the emirate. Sharjah has increasingly relied on data-driven parking management policies, including the expansion of seven-day parking zones in areas experiencing sustained demand.