The conflict between Iran, the US and Israel is creating the worst energy crisis ever faced by the world, the head of the International Energy Agency (IEA) said on Tuesday.

“This is indeed the biggest crisis in history,” Dr Fatih Birol told France Inter radio in an interview broadcast on Tuesday.

“The crisis is already huge, if you combine the effects of the petrol crisis and the gas crisis with Russia,” he added.

The war in the Middle East has choked up maritime traffic in the Strait of Hormuz, which is a conduit for a fifth of global oil and liquefied natural gas flows.

It has also come on top of the effects of Russia’s war with Ukraine, which had already severed Russian gas supplies to Europe.

Birol had said earlier this month that he viewed the current situation in global energy markets as worse than previous crises in 1973, 1979 and 2022 combined.

In March, the IEA agreed to release a record 400 million barrels of oil from strategic stockpiles to combat rising oil prices caused by the U.S.-Israeli war with Iran.

Ento Capital has announced the advancement of its digital energy infrastructure platform through the Entocore Infrastructure Fund, as the firm targets opportunities at the intersection of energy systems and data infrastructure amid accelerating global demand for artificial intelligence (AI) and compute capacity.

The platform, structured under a Dubai Financial Services Authority-regulated Qualified Investor Fund (QIF), is designed to develop and scale energy-backed digital infrastructure assets across multiple markets, positioning the firm within a fast-growing segment of the global infrastructure landscape.

The initiative comes at a time when global energy systems are undergoing structural change, with underutilised energy capacity on one side and rising demand in developing markets on the other. At the same time, the rapid expansion of AI and data centres is placing increasing pressure on both energy supply and compute infrastructure.

Data centre investment is projected to reach approximately $1.1tn by 2029, reflecting the scale of capital required to support next-generation digital ecosystems.

Hayssam El Masri, senior executive officer of Ento Capital, said: “This is a moment to build, not just participate. As demand for compute and energy infrastructure accelerates globally, scalable and well-structured platforms will define the next phase of growth. Through this platform, we are focused on deploying capital efficiently and supporting the long-term expansion of energy-backed digital infrastructure.”

Strategic partnerships to support platform growth

The platform is backed by strategic investors including Masirah Energy Gateway (MEG), which is participating through an asset contribution into the fund and aligning its infrastructure portfolio with the platform’s strategy. MEG has also entered into a memorandum of understanding to support large-scale renewable energy and infrastructure projects.

Yvo de Zwart, chief executive officer, Masirah Energy Gateway, said: “Our participation through an asset contribution reflects our commitment to aligning strategic infrastructure assets with scalable investment platforms. Combined with our engagement under the memorandum of understanding with the relevant authorities to develop large-scale energy infrastructure, this positions us to support the integration of energy capacity into broader energy and digital infrastructure ecosystems across the region.”

In addition, PermianChain is supporting the platform through energy origination, offtake facilitation and technical advisory.

Mohamed El-Masri, founder and CEO of PermianChain, said: “The convergence of energy and digital infrastructure requires both technical expertise and disciplined execution. We are pleased to support this platform by providing energy origination, offtake facilitation and technical advisory across asset development, optimisation, and long-term operational performance. We are actively developing an offtake pipeline, with strong engagement and positive feedback from compute and energy clients, highlighting growing demand for scalable, energy-backed digital infrastructure.”

Investment thesis and market opportunity

The platform targets a rapidly expanding opportunity as data centres already account for approximately 4 per cent of global electricity consumption, a figure expected to rise significantly in the coming years. At the same time, the sector faces a multi-trillion-dollar investment gap across both energy and digital infrastructure.

The Entocore Infrastructure Fund is structured to deliver risk-adjusted returns through scalable infrastructure investments, combining stable yield profiles with long-term growth potential. The strategy focuses on efficient capital deployment and capacity expansion, with infrastructure platforms at scale historically demonstrating the potential to generate up to 5x returns on invested capital over time.

Operating out of Dubai International Financial Centre, the platform reflects growing regional ambition to play a larger role in global capital flows linked to energy transition and digital infrastructure.

By integrating energy generation with compute infrastructure, Ento Capital is positioning the platform to address both supply constraints and demand growth, while supporting cross-border investment into critical infrastructure assets.

Investcorp Capital has invested $200m in US residential real estate, targeting senior living and select multifamily assets as it expands exposure to demographic-driven housing demand in key American markets.

The investment includes one multifamily property and two senior housing assets located in California, New York and New Jersey, the company said.

The portfolio reported an average occupancy of about 94 per cent at the end of 2025.

The assets comprise a 148-unit senior living property in Orange County, California, a 116-unit senior living facility on Long Island, New York, and a 199-unit multifamily community in Bloomfield, New Jersey.

Investcorp Capital said the deal reflects its continued focus on senior housing, a segment it expects to scale further over the next three years, supported by ageing demographics and limited new supply.

Investcorp Capital’s selective re-entry into the US multifamily real estate

Investcorp Capital’s move marks a selective re-entry into US multifamily real estate amid what the firm described as improved market conditions following a period of valuation adjustments.

The Bloomfield, New Jersey asset is Investcorp Capital’s first direct multifamily property acquisition.

The company said its broader US real estate platform has historically been active in the sector, but is now taking a more selective approach focused on assets with potential for value creation.

The firm cited structural constraints in the US housing market, including limited land availability, higher construction costs and zoning restrictions, as supporting long-term demand for well-located rental assets.

Sana Khater, chief executive of Investcorp Capital, said the investment reflects a strategy focused on high-quality opportunities that can generate stable returns over time.

“We are building a resilient and well-diversified portfolio,” Khater said, adding that the company is targeting both long-term demand trends and cyclical entry points in real estate markets.

Jonathan Dracos, chief investment officer, said the firm is seeing improved entry opportunities in sectors where fundamentals remain strong but pricing has adjusted.

The company said demand for senior housing is expected to rise significantly in the US, citing projections that the population aged 80 and above will increase by more than 70 per cent by 2035, according to the US Census Bureau.

It also pointed to research from Green Street Advisors indicating senior living remains one of the stronger growth segments in US real estate through 2029.

Investcorp Capital is listed on the Abu Dhabi Securities Exchange (ADX) under the ticker ICAP.AD is part of Investcorp Group, which manages more than $62bn in assets, including third-party capital.

Abu Dhabi Police has launched a public initiative centred on its traffic points programme, inviting residents to access services and boost awareness of road safety across the emirate.

The General Headquarters announced that its platform will run at Al Mushrif Mall from April 20 to May 20, 2026, between 4:00pm and 10:00pm. The initiative aims to educate motorists about traffic points regulations while promoting safer driving behaviour through direct engagement, a post on the Abu Dhabi Police official X account said.

Officials said the programme reflects continued efforts to strengthen community outreach and encourage compliance with traffic laws.

Warning on unauthorised parades

In a separate advisory, Abu Dhabi Police warned against organising celebratory parades or public gatherings without prior approval.

“Strict adherence to regulatory frameworks is essential to uphold public safety and mitigate risks to lives and private property,” the authority said.

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The Directorate General of Traffic and Patrols highlighted the dangers of spontaneous road gatherings, noting that behaviours such as leaning out of windows or sunroofs pose serious risks, a WAM report said.

Authorities stressed that such violations will be penalised. Under Article 1 of the Federal Traffic Law, reckless driving carries a Dhs2,000 fine, 23 traffic points, and 60-day vehicle impoundment. Article 94 adds that participation in unauthorised parades results in a Dhs500 fine, four traffic points, and a 15-day impoundment for light vehicles.

Alert over remote-control app scams

Abu Dhabi Police also warned of rising cyber fraud involving remote-control applications as part of its “Be Aware” campaign.

“These applications are increasingly exploited by fraudsters to gain access to devices and steal sensitive information,” officials said.

Scammers often trick victims into downloading such tools under the pretext of offering technical help, enabling full control over phones or computers. Police emphasised that banks never request confidential details such as passwords, PINs, or one-time passwords.

Residents were urged to avoid suspicious calls and download apps only from trusted sources. In case of fraud attempts, the public should report incidents via the “Aman” service by calling 8002626, sending an SMS to 2828, or visiting the nearest police station.

In global trade today, logistics has moved from the background to the centre of business strategy, shaping how companies scale, compete, and respond to disruption. From geopolitical tensions to the rapid rise of e-commerce, supply chains are under constant pressure to be faster, smarter, and more resilient.

Against this backdrop, Kami Viswanathan, president of FedEx Middle East, Indian Subcontinent and Africa, is navigating one of the most complex operating environments in the industry.

Here, she shares how FedEx is redesigning its network for a world of continuous disruption, the evolving role of logistics in driving growth, and what it takes to lead in a sector that is rapidly redefining itself.

As a female leader in a traditionally male-dominated industry, what advice would you give women entering logistics today that goes beyond work harder and be resilient?

In an increasingly fluid global business environment, supply chain resiliency is becoming more critical than ever. Logistics is no longer a back-end function; it is central to how businesses grow and compete. That shift alone makes this one of the most exciting industries for women to step into today.

As the backbone for global trade and commerce, logistics offers many opportunities for career growth. Be intentional about where you place yourself. Choose organisations where performance is rewarded, where leaders invest in people, and where you are given the space to lead early. Organisational culture will accelerate or limit your trajectory far more than any single role.

Second, don’t self-select out of operational or technical roles. Some of the most influential positions in logistics sit at the intersection of operations, engineering, and decision-making. Women who lean into these spaces early build disproportionate credibility.

Third, build your voice, not just your capability. In a complex, fast-moving industry, asking the right questions and challenging assumptions is often more valuable than having all the answers.

And finally, think of your career as a portfolio of experiences, not a ladder. Don’t be risk-averse in taking on new projects. Logistics offers exposure across markets, functions, and technologies. The more deliberately and boldly you navigate that breadth, the faster you move from participant to leader.

Supply chain shocks have shifted from rare events to a recurring reality. How is FedEx redesigning its network and decision-making processes to operate in a constant state of disruption rather than reaction?

Disruption is no longer episodic; it is structural. The real shift for us has been moving from a model of recovery to a model of continuous adaptation.

At FedEx, resilience is engineered into both our physical network and our decision-making architecture. Our multimodal network across air, road, and ocean ensures we are not dependent on a single corridor or geography. Investments such as our hub at Dubai World Central, the Middle East Road Network, and expanded presence and connectivity in Saudi Arabia are designed to increase route density and give us options when conditions change.

In recent months, disruptions across parts of the Middle East have required rapid adjustments to traditional air and ground corridors. At FedEx, this has meant activating alternative gateways and strengthening regional road connectivity to ensure shipments continue to move across markets.

What truly changes the equation is data. Tools like FedEx Surrou and SenseAware allow us to predict risk, not just respond to it, particularly for high-value, time-sensitive shipments.

The outcome for customers is simple: earlier visibility, more routing choices, and the ability to make better decisions ahead of disruption, not after it.

E-commerce competition is increasingly defined by delivery experience. How is FedEx helping retailers turn logistics into a competitive advantage rather than a cost centre?

Across the Gulf’s fast-growing e-commerce market, logistics is becoming a key driver of conversion and customer loyalty. In many ways, the delivery experience is now an extension of the brand experience.

The delivery journey plays a critical role in shaping customer trust and repeat purchases. Factors such as shipping costs, delivery timelines, and clarity on duties and taxes can directly influence buying decisions and overall satisfaction.

At FedEx, our focus is on helping reduce this complexity through integrated, digitally enabled solutions. Services like FedEx International Connect Plus are designed to offer a balance of speed and cost efficiency for cross-border shipments, while our digital tools provide greater transparency on duties, taxes, and delivery timelines upfront.

The post-purchase experience is equally important. Digital capabilities such as FedEx Delivery Manager and Picture Proof of Delivery give consumers greater control and confidence, while seamless returns solutions help retailers close the loop and encourage repeat purchases.

Increasingly, customers are not looking for standalone services, but for integrated, end-to-end solutions that support the entire e-commerce journey.

SMEs are central to economic diversification across the Gulf and emerging markets. Where do you see the biggest logistics gaps preventing SMEs from scaling internationally?

As Gulf economies accelerate diversification, SMEs are playing a central role in driving cross-border trade.

While small businesses are often competitive on product and innovation, expanding globally introduces additional considerations such as regulatory requirements, customs processes, and limited shipment visibility. These can make planning and scaling more challenging.

Fragmentation can further add to this, as SMEs often work with multiple providers across transport, clearance, and last-mile delivery, increasing coordination efforts and costs.

The opportunity, therefore, is simplification. At FedEx, our role is to bring these elements together through an integrated network and digital platform, so businesses can access global markets without having to build that infrastructure themselves.

When logistics becomes seamless, SMEs can focus on what they do best, building and selling great products, while scaling internationally with far greater certainty.

For many SMEs, the challenge is less about opportunity and more about navigating the systems around it.

Sustainable logistics often comes with higher short-term costs. How do you balance environmental commitments with commercial realities?

FedEx has a long track record of managing environmental impacts, and we’ve made significant progress growing our business while reducing our emissions in our operations. Efficiency is often overlooked as a key driver while other innovations mature and costs normalise. In logistics, efficiency is the foundation of any sustainability initiative, particularly in markets like the UAE, where sustainability is increasingly a national priority.

Every improvement in route optimisation, fleet modernisation, or facility design helps reduce emissions while also enhancing operational efficiency. This principle underpins how we invest across our network.

At the same time, we take a measured approach in our transition to zero tailpipe-emission vehicles to ensure the technology meets the demands of our operations. The deployment of electric fleets in markets such as the UAE and investments in more fuel-efficient aircraft are all part of building a lower-emissions, higher-efficiency network. Facilities like our hub at Dubai World Central further reinforce this approach through sustainable design, energy efficiency, and renewable energy integration.

Tools like FedEx Sustainability Insights (FSI) are another important level. FSI provide customers with greater visibility into the environmental impact of their shipments, enabling more informed decision-making.

Ultimately, sustainability at scale is most effective when it is embedded into how the network operates, rather than treated as a parallel initiative.

With regional champions and digital-native logistics players gaining ground, what truly differentiates FedEx today: network scale, technology, reliability, or customer experience?

What differentiates FedEx is not scale, technology, or reliability in isolation, but how we integrate these capabilities into a single, connected operating system for global trade.

Across the industry, players bring different strengths. At FedEx, our focus is on connecting more than 220 countries and territories through a unified network that brings together our physical infrastructure with real-time data intelligence.

Our hub at Dubai World Central and Middle East Road Network illustrate how we seamlessly integrate air and ground operations to enhance both speed and flexibility across the region.

At the same time, the scale of our network, moving approximately $2tn worth of goods annually, generates rich data insights. Through FedEx Dataworks, we use this data to continuously optimise routing, improve performance, and strengthen reliability.

The result is consistent, predictable outcomes at scale, which ultimately define customer experience in logistics.