The Ministry of Higher Education and Scientific Research (MoHESR) has revoked the institutional licence and programme accreditation of Ajman-based Horizon University College, citing severe and repeated violations of the UAE’s institutional and academic regulatory frameworks.

The ministry said it determined that the college’s continued operation had compromised educational quality, the reliability of academic outcomes, institutional sustainability and, most importantly, student rights, a WAM report said.

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As a result, Horizon University College has been prohibited from carrying out any higher education activities. The decision brings an immediate halt to academic instruction, programme marketing, new student admissions, the awarding of qualifications and the issuance of academic transcripts.

Student transfers underway

MoHESR said it is working closely with local departments and relevant authorities to ensure students affected by the revocation can continue their studies without disruption.

The Ministry reported that it is actively facilitating the seamless transfer of students to alternative accredited higher education institutions, in line with its commitment to protecting students’ educational futures.

To support the transition, MoHESR has established a dedicated joint task force chaired by a ministry representative and comprising members from Horizon University College and other key stakeholders.

The task force is overseeing a comprehensive student protection plan designed to ensure a smooth transfer process while safeguarding all academic rights.

The Ministry also urged affected students and parents to monitor its official communication channels for real-time updates and further guidance throughout the transition.

Commitment to quality

According to MoHESR, the decision reflects its continued commitment to maintaining rigorous oversight of the UAE’s higher education sector.

The ministry said it will continue working with relevant local and federal authorities to enforce national standards, protect student interests and uphold the quality, reliability and global competitiveness of the country’s higher education ecosystem.

MoHESR added that it remains committed to transparent and consistent communication throughout the transfer process to ensure a smooth and well-coordinated transition for all affected students.

The Government of Fujairah has signed a long-term agreement with Etihad Refinery, a subsidiary of Etihad Energy Holding, to purchase the refinery’s gasoline production, supporting the development of the project while reinforcing the emirate’s position as a regional energy and petroleum hub.

The agreement forms part of Fujairah’s broader strategy to strengthen energy security, support downstream industrial development and expand its role in global petroleum logistics, in line with the emirate’s long-term economic development objectives.

Mohammed Al Dhanhani, director of the Emiri Diwan in Fujairah, said: “This agreement reflects the Government of Fujairah’s vision to strengthen energy security, reinforce the Emirate’s position as a global energy hub, support sustainable economic development, and enhance partnerships with various sectors to further develop the energy infrastructure.”

The arrangement establishes a long-term commercial framework for the purchase of gasoline produced by Etihad Refinery, providing greater certainty for the project’s future operations while supporting the UAE’s strategy to expand value-added downstream industries.

The agreement is expected to strengthen the domestic petroleum supply chain, improve the long-term sustainability of the refinery project and enhance fuel supply for local and regional markets.

The first phase of the Etihad Refinery project is expected to have a design capacity of approximately 15,000 barrels per day, with operations focused on processing naphtha into Euro 5-compliant gasoline alongside other refined petroleum products.

Once operational, the refinery will supply cleaner fuels to domestic and regional markets, supporting growing demand while contributing to the UAE’s broader ambitions to expand its downstream refining and petrochemicals sector.

Hamad International Airport (HIA), in partnership with Qatar Airways, has officially launched Fast Pass, a new biometric travel service designed to make departures faster and more seamless through facial recognition technology developed with technology partner SITA.

The new service enables eligible passengers to move through key airport checkpoints with fewer document checks, supporting a more paperless travel experience while maintaining security and data protection throughout the passenger journey.

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The rollout is one of the largest biometric passenger deployments of its kind in both the Middle East and globally, connecting more than 700 touchpoints into a single, integrated travel experience.

A faster, paperless airport journey

Passengers can register for Fast Pass through self-service check-in kiosks at Hamad International Airport or via the Qatar Airways mobile app. Once enrolled, departing passengers can use dedicated biometric-enabled touchpoints at check-in, self-service bag drop, security screening and boarding gates, with facial recognition replacing repeated passport and boarding pass checks.

The process takes only seconds, helping reduce waiting times and easing congestion during peak travel periods. Participation in the programme remains optional, with conventional airport processing continuing to be available for passengers who prefer not to use the service. Airport staff will also remain on hand to assist travellers throughout the journey.

Meeting growing demand for biometric travel

The launch comes as global demand for biometric travel solutions continues to rise. According to the International Air Transport Association (IATA), most passengers now prefer biometric identification over presenting physical travel documents.

As part of Hamad International Airport’s broader Innovation Roadmap, Fast Pass aligns the airport with this growing industry trend, offering passengers a more efficient and streamlined way to navigate the airport.

Airport officials said a rollout of this scale demonstrates what the future standard for paperless passenger processing could look like. They added that Fast Pass will continue expanding across additional airport touchpoints while working with technology partners to further enhance the passenger experience. The capability is also expected to become available to other interested airlines operating from HIA in the near future.

How Fast Pass works

Fast Pass allows passengers to use their face instead of repeatedly presenting their passport and boarding pass throughout their departure journey.

When registering for the service, a passenger’s facial image is securely linked to their passport and boarding pass. Once activated, facial recognition can be used at participating self-service bag drop locations, security checkpoints and boarding gates.

Currently, Fast Pass is available at:

• Self-service bag drop points 1, 2, 3 and 4 near Row 3.
• Dedicated security gates 9 and 10.
• Boarding gates across Concourses A, B and C.

More biometric-enabled areas will be introduced in the future. Passengers are encouraged to look out for airport signage, while on-ground teams will be available to assist at biometric-enabled locations.

Who can use the service?

Fast Pass is currently available for Qatar Airways passengers travelling on eligible flights.

To use the service, passengers must:

• Hold a valid passport.
• Begin their journey in Doha.
• Be aged 18 years or older.

The airport said the service is not yet available for passengers with disabilities, although support for these travellers is planned as part of future developments.

Officials also stressed that Fast Pass is entirely optional. Travellers who choose not to enrol can continue using the airport’s standard processing procedures without any changes to their journey.

Passengers are also advised to continue carrying their passport while travelling from Doha, as it may still be required at immigration, e-gates or if biometric verification cannot be completed successfully.

ADNOC Distribution has signed a definitive agreement to acquire 100 per cent of Shell Downstream South Africa (SDSA) from Shell South Africa Holdings in a transaction valued at approximately $1bn, marking its largest international acquisition to date and a major expansion of its African footprint.

The proposed acquisition, which remains subject to regulatory approvals and customary closing conditions, is expected to complete in 2027. Following completion, ADNOC Distribution plans to sell a 28 per cent stake in the business to a local empowerment partner and an Employee Stock Ownership Plan (ESOP), in line with South Africa’s Broad-Based Black Economic Empowerment (B-BBEE) framework.

As part of the transaction, ADNOC Distribution will enter into a long-term brand licensing agreement that will allow the Shell brand to remain across the retailer’s service stations and lubricants business in South Africa.

Eng. Bader Saeed Al Lamki, chief executive officer of ADNOC Distribution, said: “The Proposed Acquisition marks a significant milestone in ADNOC Distribution’s international growth strategy and reflects our confidence in South Africa as a high-potential, well-regulated fuel retail sector. Shell Downstream South Africa is a respected and financially strong business with deep roots in the local economy, and its values and ambitions align closely with our own. By bringing it into the ADNOC Distribution family, we plan to accelerate our international expansion, diversify our platform and create sustainable long-term value for our shareholders, our partners and the customers and communities that this business has proudly served for decades.”

Shell Downstream South Africa operates a network of 580 company-owned and dealer-operated service stations, alongside lubricants, commercial fuels, aviation and marine fuel businesses. The business sold approximately 3.5 billion litres of fuel in 2025 and operates 360 convenience stores across the country.

ADNOC Distribution said South Africa’s regulated fuel retail market offers attractive long-term fundamentals, supported by investment in transport infrastructure, a growing driving-age population and a pricing framework designed to protect retailer margins from inflation and currency volatility.

The company expects the acquisition to be earnings accretive, forecasting a 6 per cent increase in earnings per share during the first full year after completion. It also expects the transaction to generate an internal rate of return (IRR) above the company’s investment hurdle rate for its fuel and convenience retail business.

Upon completion, South Africa will become the fourth international market in which ADNOC Distribution operates. The expansion follows its acquisition of a 50 per cent stake in TotalEnergies Marketing Egypt in 2023 and the launch of its retail fuel station network in Saudi Arabia in 2018.

ADNOC Distribution said it intends to support South Africa’s strategic priorities through the business by contributing to energy security, job creation and inclusive economic participation in partnership with a locally based empowerment investor.

BofA Securities acted as sole financial adviser on the transaction, while A&O Shearman and ENS served as legal advisers. ADNOC Distribution will host a conference call for investors and analysts on July 7 to discuss the acquisition and its strategic implications.

The creator economy in the GCC is no longer a side hustle. It is a business. The numbers speak for themselves. According to reports, 263,000 creators are now earning from their content in the region, up 75 per cent in just two years, with the UAE alone projected to generate close to $490m in creator economy revenue in 2026. Gaming and live streaming are growing fivefold across MENA, and more than 95 per cent of watch time for UAE-based YouTube channels comes from outside the country, meaning Gulf creators are effectively producing for a global audience whether they plan for it or not. But success in this space is no longer measured by how fast you can create. It is measured by how well you can manage what you have created.

As AI accelerates production, a single idea becomes a long-form video, short clips, audio pieces, all generated in hours. But here is the problem: raw footage, livestream recordings, edits, graphics, archived work accumulate faster than creators can organise them. Storage, once an afterthought, has become operational infrastructure.

Lance Ohara, vice president for Edge IoT product portfolio at Seagate, explains why the creators building lasting businesses are not those who go viral, they are those who can store, find and reuse their content reliably as their body of work grows.

The creator economy in the GCC has grown significantly in recent years. What’s behind this shift?

For a lot of creators in the GCC as well as worldwide, what started as a side hustle has become a serious business. Across the GCC, the number of creators earning from their content has grown to around 263,000, up 75 per cent in just two years. In the UAE alone, the sector is projected to generate close to $490m in revenue in 2026.

The shift goes deeper than the numbers. Creators are no longer just building audiences, but businesses that shape what people buy and how they spend. And with that comes a whole new set of questions about how they manage and protect what they create.

As creators grow, what pressures does that put on how they manage their content?

The biggest pressure is data. With AI accelerating production, creators are putting out content across more platforms and formats than ever before, and it accumulates fast. Raw footage, livestream recordings, edits, graphics, archived work — every piece of content adds to a growing library that needs to be stored somewhere.

To put that into perspective, single hour of 4K content can generate a significant amount of data depending on how it’s recorded, and that’s before editing even begins. And as more creators move toward higher resolution and AI-assisted production, that volume only increases. What felt manageable early on quickly becomes harder to keep organized, accessible, and affordable to store. That is where many creators start to feel the strain, not in the creating, but in the keeping and protecting their content.

How is AI changing the way creators produce and use content?

AI is making it faster to produce more content and easier to find more ways to use it. A single idea can now become a long-form video, a set of short clips, an audio piece, all in a very short time. But the bigger shift is what happens after. Content is no longer a one-time thing. Creators are constantly going back to what they have already made, to refine it, reuse it, and build on it.

Something filmed months ago can be cut down for a new campaign. Old footage can become the basis for a brand collaboration. And increasingly, creators are feeding their existing body of work into AI tools, using what they have already produced to generate fresh ideas, new formats, and original assets.

That changes how you think about the data behind it all. It is no longer just something you store after you hit publish. Your back catalogue is becoming an active part of how you create — but only if you can still find it and use it when you need it.

Why does that make storage so critical?

Data only has value if it can be preserved and used over time. While creators often focus on tools to edit, publish, and monetize their work, everything depends on something more basic: storing, accessing, and managing what they create.

AI doesn’t exist without data, and data doesn’t exist without storage. If you can’t hold onto your content and access it easily, you’re leaving value on the table. At some point, it’s not just about how creative you are. It’s about how well you manage what you’ve already made and how you put it to work for you again.

Storage used to be a commodity and an afterthought. Should creators be thinking about it differently as AI and their platforms evolve?

Start by accepting that your content adds up. What you need to store today is not what you’ll need to store a year from now. Older content doesn’t become worthless — if anything, it becomes more useful and valuable. A video from two years ago might be exactly what a brand wants for a campaign. Raw footage you never used could be the basis for something new.

The content you store, organize, and can easily access keeps creating opportunities long after you first hit publish. It’s not just about where your files live. It’s about making sure that what you create today is still usable and findable as your body of work grows — because being able to store, access, and reuse your content reliably is what makes the difference.

What does a creator stand to gain by getting this right early?

In the short term, less friction and more security. Content is easier to find, pull up, and act on when an opportunity comes up fast. A slow upload can mean missing a trend. A lost file can mean losing a profitable opportunity.

Over time, the gains are bigger. As AI becomes more central to how creators work, having a well-organised body of content becomes genuinely valuable. Creators who sort this out early can move faster, stay consistent, and keep building on what they already have, instead of constantly starting over.

And let’s not forget about data backup: securing data with a safe backup and fast access is one of the most important factors of success.

Gaming and live streaming are growing fast in the Gulf. How does that change things?

It raises the stakes considerably. Across the Middle East and North Africa, live-streaming audiences have grown fivefold in just four years. Gaming is no longer a niche, t is one of the fastest-growing ways people are entering the creator economy right now.

And gaming and live streaming generate some of the largest volumes of content in the creator space — full sessions, highlights, clips, all running simultaneously. The data challenge here is not just size or volume, it is speed. Content needs to be clipped, edited, and posted while the moment is still relevant.

Gulf creators are building global audiences. What does that demand of them operationally?

More than 95 per cent of watch time for UAE-based YouTube channels now comes from outside the country. That means creators here are effectively producing for a global audience whether they plan for it or not.

That changes what they need from their content. A video made for a UAE audience might need to be adapted, subtitled, or reformatted for a different market. Older content gets revisited and repurposed in ways creators don’t always anticipate.

Building a business across borders means managing brand deals, different audiences, and managing content across multiple markets at once. At that point, being able to find and use your content quickly stops being a convenience — it becomes how the business runs.

What separates creators who build lasting businesses from those who don’t?

Ultimately, it comes down to how well they manage what they create and what economic value their content can bring. Going viral is not enough. The real challenge is building something that lasts — and that means treating your content as something with lasting value, not just something you made for this week.

As AI changes how content is made, the volume of data creators produce will only grow. The ones who can store it securely, find it easily, and use it effectively will have a real advantage.