Emirates NBD has agreed to acquire HSBC Bank Egypt’s retail banking business, expanding its presence in one of the group’s core regional markets, subject to regulatory approvals and customary closing conditions.

The acquisition will be carried out through Emirates NBD Egypt, the lender’s wholly owned Egyptian subsidiary.

Under the agreement, Emirates NBD Egypt will acquire HSBC Egypt’s retail banking portfolio, including its associated branch and ATM network, customer base and relevant employees.

The bank said the transaction would strengthen Emirates NBD Egypt’s position in the country’s retail and premium banking segments while enhancing connectivity across the UAE-Egypt corridor.

Financial terms of the deal were not disclosed.

Egypt is a strategically important market for Emirates NBD and a key pillar of the group’s regional growth strategy, the lender said.

“Our investment reflects our continued confidence in Egypt’s dynamic market and its long-term growth prospects. We look forward to further expanding our footprint in the country and contributing to Egypt’s continued economic growth and development,” Hesham Abdulla Al Qassim, vice chairman and MD of Emirates NBD and chairman of Emirates NBD Egypt, said in a statement.

Group chief executive Shayne Nelson said the acquisition represented an important milestone in the execution of the bank’s regional growth strategy.

“The transaction strengthens our presence in one of the group’s core markets and supports our ambition to continue growing our customer franchise in Egypt,” Nelson said.

Amr ElShafei, chief executive and MD of Emirates NBD Egypt, said the acquisition would enhance the bank’s ability to serve customers across the country.

“We look forward to welcoming HSBC‘s customers to Emirates NBD Egypt, offering seamless financial solutions, comprehensive digital banking services and a customer-focused banking experience,” he said.

Emirates NBD operations in the region

Emirates NBD has operations in the UAE, Egypt, India, Türkiye, Saudi Arabia, Singapore, the UK, Austria, Germany, Russia and Bahrain, and representative offices in China and Indonesia, with a total of 1,425 branches and 4,948 ATMs / SDMs.

As of June 30, the group had total assets of about $360bn and reported first-half net profit of about $3.5bn.

Emirates NBD Egypt serves customers through a network of 64 branches across Egypt and had total assets of about $5bn as of June 30.

Competition among Gulf airlines is intensifying as carriers roll out a fresh wave of customer-focused initiatives aimed at attracting travellers through greater flexibility, richer loyalty rewards and limited-time fare promotions. Rather than competing solely on ticket prices, airlines are increasingly using booking flexibility, loyalty benefits and everyday rewards to strengthen customer relationships and encourage direct bookings.

Emirates, Air Arabia and Riyadh Air have each unveiled new offers designed to appeal to both business and leisure travellers, reflecting changing consumer expectations in a market where passengers are looking for greater value throughout their travel journey. Industry analysts say these initiatives highlight how airlines are evolving their commercial strategies to reward customer loyalty while giving travellers more confidence when planning future trips.

Read more-UAE airlines launch ticket discounts: Here’s what travellers can get

“Travellers today are looking beyond the fare itself,” an aviation analyst said. “Flexible booking policies, loyalty benefits and value-added services are becoming increasingly important when customers decide which airline to book.”

Emirates adds complimentary date change benefit

Emirates has introduced a complimentary one-time date change on all new tickets, allowing eligible passengers to modify their travel plans without paying the airline’s standard date-change fee.

The benefit applies across all cabin classes, including Economy, Premium Economy, Business and First Class, giving travellers additional flexibility should business commitments, family obligations or holiday plans change after booking.

Customers can amend eligible reservations through the “Manage Your Booking” section on the Emirates website or mobile application. Travellers who booked directly with Emirates may also contact the airline’s customer service team, while bookings made through travel agents should generally be managed through the respective agency.

Although the airline is waiving the date-change fee, passengers may still need to pay any applicable fare difference if the newly selected flight is more expensive. Revised travel must also remain within the validity of the original ticket.

The initiative is expected to appeal to passengers booking well in advance by providing additional peace of mind in the event of unexpected scheduling changes.

Skywards promotions increase loyalty value

Alongside greater booking flexibility, Emirates has expanded its Skywards loyalty programme with a range of promotional offers designed to increase the value of Miles and accelerate membership benefits.

Among the key offers is a limited-time Cash+Miles promotion that doubles the redemption value for eligible Emirates and flydubai flights and selected travel extras. During the campaign, members receive the equivalent of $30 in value for every 2,000 Skywards Miles redeemed, compared with the standard value of $15.

The promotion applies to Emirates and flydubai flights, as well as additional services including excess baggage, lounge access and seat selection. Customers can take advantage of the offer by booking and travelling before August 31, 2026, subject to the programme’s terms and conditions.

The airline has also launched a Bonus Tier Miles campaign, awarding eligible Skywards members an additional 20 per cent Tier Miles on qualifying Emirates and flydubai flights completed between May 8 and August 31, 2026. Temporary reductions in Tier Mile requirements for Silver, Gold and Platinum status upgrades and renewals further strengthen the offer.

Industry experts say such promotions are becoming increasingly valuable for frequent travellers seeking premium membership benefits including lounge access, priority airport services and additional baggage allowances.

Emirates has also expanded earning opportunities beyond flying by allowing customers to earn Tier Miles through spending on eligible Emirates Skywards Visa Credit Cards issued by participating banking partners. Depending on the selected card, customers can also receive welcome bonuses, complimentary Silver membership and accelerated qualification pathways.

Air Arabia rewards everyday spending

Air Arabia is taking a different approach by positioning its AirRewards programme as a year-round loyalty platform that allows members to earn benefits through both travel and everyday purchases.

Members can collect AirRewards points when booking flights, purchasing travel extras or shopping with participating banking, retail and lifestyle partners. Eligible purchases can generate up to 10 per cent cashback in the form of AirRewards points, helping members reduce the cost of future travel.

Unlike many traditional airline loyalty programmes, AirRewards allows members to redeem points against any available seat without blackout dates. Customers who do not have sufficient points to pay for an entire booking can combine points with cash, providing additional flexibility.

The airline has also adopted a simple redemption structure, with every 100 AirRewards points equal to $1 throughout the year, making it easier for customers to understand the value of their rewards.

“Airlines increasingly recognise that loyalty extends beyond flying,” an aviation consultant said. “Giving customers opportunities to earn rewards through everyday spending keeps members engaged throughout the year.”

Riyadh Air targets early bookings

Riyadh Air has joined the competitive landscape with the launch of its Global Sale, offering discounts of up to 20 per cent on base fares across its expanding network.

The promotion is available for bookings made between July 29 and August 10, 2026, with travel valid from August 1, 2026 through February 28, 2027.

The sale covers destinations including London, Kuala Lumpur, Riyadh, Jeddah, Cairo, Dubai, Madrid, Dhaka, Mumbai, Manchester and Malaga, giving travellers opportunities to plan business trips, family visits and leisure holidays well in advance.

Passengers booking directly through Riyadh Air’s website or mobile application can also begin earning Sfeer Points and Level Points through the airline’s loyalty programme from their first eligible journey.

While the discount applies to base fares, passengers are encouraged to review taxes, fees and booking conditions before completing their reservations, as promotional availability may vary depending on travel dates and destinations.

Analysts say the extended travel window makes the campaign particularly attractive for customers planning ahead for year-end holidays and early 2027 travel.

Competition moves beyond airfares

The latest initiatives demonstrate how Gulf airlines are broadening competition beyond ticket prices by focusing on flexibility, loyalty and long-term customer engagement.

Flexible booking policies, enhanced rewards programmes, accelerated elite status and promotional fares are becoming increasingly important differentiators as airlines seek to strengthen customer loyalty in a highly competitive market.

For travellers, these initiatives provide greater confidence when booking future journeys while offering more opportunities to reduce travel costs and maximise rewards. As demand for both business and leisure travel continues to grow, industry experts expect airlines to place even greater emphasis on customer-centric programmes that deliver value before, during and after every trip.

A year into the top job, Abdulla Ateya Al Messabi keeps returning to one phrase: ADNOC Drilling does what it says it will do. The first-half 2026 results bear him out. The company posted record first-half revenue, up 4 per cent year-on-year to $2.46bn, and net profit rising 2 per cent to $706m, while sustaining an industry-leading return on equity of 34 per cent and declaring $525m in dividends over the six months.

But Al Messabi is keen to push the story beyond the headline figures. The business that listed in 2021 was, in the market’s eyes, a rig company. Today he describes something broader: a technology-enabled energy services company, with Oilfield Services as its growth engine, a widening onshore footprint across Oman and Kuwait through MBPS and SLDC, and platforms such as Enersol and Turnwell extending its reach across the well lifecycle.

The deployment of AD-300 — its first AI-enabled automated island rig, delivered ahead of schedule in June — is, he states, a signal of where the whole industry is heading.

Here, Al Messabi discusses the results, the transformation of the business, and how technology, regional expansion and unconventional development shape ADNOC Drilling’s next phase of growth.

ADNOC Drilling has reported record first-half revenue and profit. What is the main story behind these results?

The story is simple: ADNOC Drilling continues to do what it says it will do.

We delivered record revenue and profit, increased dividends and continued to grow the business. Our Oilfield Services business is expanding, our technology investments are delivering results, and our regional platform is creating new opportunities.

Most importantly, our people continue to execute safely and consistently every day. That’s what drives our performance and creates value for shareholders.

How did ADNOC Drilling perform during the period of regional uncertainty?

We remained safe, operational and focused throughout. There was no material impact on our business. Our customers depend on us to deliver, and that’s exactly what we did. The period reinforced the strength of our operating model and the dedication of our people.

How does this performance support the UAE’s broader energy security and growth objectives?

Everything starts with the well.

Whether it’s oil, gas or unconventional resources, you need to deliver wells safely, efficiently and at scale. That’s where ADNOC Drilling plays a critical role.

We are proud to support ADNOC and the UAE’s long-term energy ambitions through reliable execution and world-class capabilities.

ADNOC Drilling looks very different from the business that listed in 2021. How is the company evolving?

When we listed, many people saw ADNOC Drilling as a rig company. Today, we are building a technology-enabled energy services company.

We’re growing our Oilfield Services business, expanding regionally, investing in technology and creating new growth platforms through Enersol and Turnwell.

The goal is straightforward: create more value across the well lifecycle and build new avenues of growth for shareholders. This is a much broader business today than it was at IPO, and we’re just getting started.

Oilfield Services continues to be highlighted as a growth engine. What is changing in that business?

Oilfield Services is becoming an increasingly important part of ADNOC Drilling. We’re delivering more integrated services, expanding our capabilities and capturing more value across the well lifecycle.

That’s making the business stronger, more diversified and better positioned for long-term growth.

You have spoken about AI and automation. What does that mean in practical terms for ADNOC Drilling?

For us, AI is not a technology story. It’s a performance story. If it helps us deliver wells faster, improve safety, reduce costs and increase efficiency, it creates value. That’s how we’re using technology across the business.

Why is AD-300 important for the company and the wider industry?

AD-300 shows where our industry is going. It combines AI, automation and advanced analytics to improve efficiency and performance. It was deployed ahead of schedule and represents the next generation of energy services capability.

Read: ADNOC Drilling’s CEO on why the AD-300 rig signals an industry shift

Importantly, it’s just the first of several advanced island rigs that will support future growth.

How should investors view the dividend alongside continued investment in growth?

The dividend reflects the strength and predictability of our business. We’re growing earnings, increasing dividends and investing for future growth at the same time.

That’s exactly what our strategy is designed to deliver: strong returns today and sustainable growth tomorrow.

You have reaffirmed full-year 2026 guidance. What gives you confidence in the outlook?

We know where our growth is coming from. We have a highly contracted business, strong activity levels and growing contributions from higher-value services.

Combined with the strength of our people and our operational platform, that gives us confidence in our ability to deliver on our commitments.

What role do MBPS and SLDC play in ADNOC Drilling’s growth strategy?

They strengthen our regional platform and expand our addressable market.

Together, they provide greater scale, attractive growth opportunities and additional capabilities that complement our core business. Regional expansion is a natural extension of what we already do well.

What progress are you seeing in unconventional development, and why does it matter?

Unconventional resources represent a significant opportunity for the UAE. We’ve already delivered more than 100 wells while improving efficiency and reducing costs. That demonstrates our ability to support the next phase of the UAE’s energy growth story.

How do platforms such as Enersol and Turnwell fit into the ADNOC Drilling story?

They are helping us expand our capabilities, accelerate technology adoption and create new sources of value. Alongside Oilfield Services and regional expansion, they support a broader and more diversified earnings base.

They are an important part of our evolution into a technology-enabled energy services company.

What is your message to investors and stakeholders?

The first half shows what ADNOC Drilling does best. We execute. We grow. And we deliver on our commitments. We have record performance, clear visibility for future growth and a strong team driving the business forward.

ADNOC Drilling continues to do what it says it will do, and we remain focused on creating long-term value for our shareholders, our customers and the UAE.

Gold has long occupied a unique position in global markets, part safe haven, part inflation hedge and part store of wealth during periods of uncertainty. But with prices hovering near historic levels, a major question is now dominating investor conversations: Should consumers buy gold now?

The answer from market experts is increasingly leaning toward yes, but with a clear investment strategy rather than short-term speculation.

After reaching unprecedented highs earlier in 2026, gold prices have entered a period of consolidation, with investors weighing competing forces including inflation trends, Federal Reserve policy, movements in the US dollar, geopolitical tensions and concerns over global economic growth.

According to commodity analysts, gold is currently trading within a broad range of around $3,950 to $4,200 per ounce, reflecting a market caught between opposing signals. Softer inflation data and expectations around monetary policy have supported bullion, while higher energy prices and uncertainty over interest rates have limited further gains.

Read more-Concierge service: Dubai unveils home delivery for gold and jewellery purchases

Despite the recent cooling in momentum, analysts argue that gold’s fundamental investment story remains intact. Continued central bank purchases, stable exchange-traded fund holdings and demand from Asian investors are providing structural support for the precious metal.

The latest data from the World Gold Council (WGC) highlights this resilience. Total gold demand remained steady year-on-year in the second quarter of 2026 at 1,269 tonnes, while first-half demand increased 2% compared with the same period last year, reaching an estimated 2,522 tonnes worth approximately $380 billion.

For investors deciding whether to enter the market, the message is clear: gold may no longer be a simple reaction to inflation fears, but it continues to serve as a portfolio diversifier during uncertain economic conditions.

Gold’s rally slows, but investment demand remains strong

Gold’s spectacular rise earlier in the year created strong investor interest, but the second quarter brought a period of adjustment.

The World Gold Council’s Q2 2026 Gold Demand Trends report showed that investment demand through gold-backed exchange-traded funds (ETFs), bars and coins declined to 262 tonnes during the quarter as prices moved lower from record levels.

The decline was largely driven by 45 tonnes of ETF outflows, although ETF demand for the first half of the year remained slightly positive at 18 tonnes.

Meanwhile, physical investment demand proved more resilient. Bar and coin demand fell only 3 per cent year-on-year during the second quarter, while first-half demand remained 21% higher than the previous year, supported by strong buying activity in the opening months of 2026.

The over-the-counter (OTC) market also remained a significant source of demand, reaching 327 tonnes in the second quarter and 571 tonnes during the first half of the year, supported particularly by Asian investors.

Louise Street, Senior Markets Analyst at the World Gold Council, said gold’s recent price correction did not weaken its broader appeal.

“Gold’s early-year rally reversed in the second quarter, with prices consolidating after correcting from record highs,” Street said. “But the market remained well supported, reflecting gold’s established role as a diversifier and store of value.”

She added that continued central bank buying and OTC investment helped push total gold demand higher during the first half of the year.

Central banks continue buying gold as investors seek protection

One of the strongest arguments supporting gold’s long-term investment case is the continued appetite from central banks.

During the second quarter, central banks and official institutions added 289 tonnes of gold to reserves, marking a 62 per cent increase compared with the same period last year.

The World Gold Council’s Central Bank Gold Reserves Survey also found that 45 per cent of respondents expect to increase their gold reserves over the next 12 months, reinforcing the metal’s importance in global reserve strategies.

For individual investors, central bank activity is closely watched because official purchases often indicate confidence in gold as a long-term asset.

Unlike stocks, bonds or cash holdings, gold does not generate income. However, investors often use it as a form of protection against currency weakness, financial instability and geopolitical shocks.

This has become increasingly relevant as markets navigate uncertainty around inflation, government debt levels and monetary policy decisions.

Saxo: Gold is looking beyond inflation concerns

According to Ole Hansen, head of Commodity Strategy at Saxo Bank, gold’s current behaviour suggests investors are considering broader economic risks beyond immediate inflation pressures.

Saxo analysts noted that gold remains trapped within the $3,950–$4,200 range as investors debate whether inflation risks or slowing economic growth will become the dominant market theme.

Recent US inflation data briefly pushed gold above the $4,100 level as traders reduced expectations of aggressive Federal Reserve tightening.

However, renewed strength in oil prices and rising tensions in the Middle East quickly shifted market attention back toward inflation risks and potential pressure on monetary policy.

Gold later slipped closer to the $4,000 mark, remaining inside its established trading range.

Saxo said the market’s uncertainty reflects a clash between two competing forces.

Traditionally, higher oil prices can hurt gold because they may push inflation expectations higher, increase bond yields and strengthen the US dollar. Higher yields can reduce the appeal of gold because the metal does not provide interest income.

However, analysts noted that investors may now be looking beyond the immediate inflation impact of higher energy prices.

A prolonged energy shock could weaken economic growth by increasing costs for consumers and businesses. In that scenario, gold’s defensive qualities could become more attractive.

Weaker Dollar and Fed uncertainty keep gold supported

Recent movements in the US dollar have also played a key role in gold’s performance.

Reuters reported that gold gained after the dollar weakened and US inflation data showed easing price pressures. Spot gold rose to around $4,109.94 per ounce, while US gold futures also moved higher.

A weaker dollar typically supports gold because it makes bullion cheaper for buyers using other currencies.

The latest US Personal Consumption Expenditures (PCE) inflation report showed prices falling 0.1 per cent in June, broadly matching market expectations.

However, analysts warned that inflation risks remain sensitive to developments in energy markets and geopolitical tensions.

Bart Melek, global head of Commodity Strategy at TD Securities, said the inflation environment had improved but warned that oil prices remained a concern.

“Inflation is maybe a little contained right now, but that might very easily change if we continue to see instability in the Middle East,” Melek said.

The Federal Reserve’s policy outlook remains another major factor influencing gold.

The Fed kept interest rates unchanged in the 3.50 per cent-3.75 per cent range, but policymakers provided limited clarity about future moves.

Because gold does not pay interest, expectations of higher rates often weigh on prices. Conversely, expectations of lower rates or slower monetary tightening can support demand.

Should consumers buy gold now? Experts say build exposure carefully

For consumers considering gold today, analysts suggest focusing on allocation rather than timing the market perfectly.

Gold’s current price levels mean investors should avoid treating the metal as a quick-profit opportunity. Instead, experts view gold as a strategic asset that can help balance portfolios during uncertain periods.

The argument for buying gold is based on several factors:

• Continued central bank purchases
• Concerns over currency depreciation
• Geopolitical uncertainty
• Potential economic slowdown risks
• Gold’s historical role as a store of value

However, investors should also recognise the risks.

Gold can experience sharp corrections, especially if inflation falls faster than expected, interest rates remain elevated or the US dollar strengthens significantly.

Saxo Bank noted that a sustained move above $4,200 could signal investors are shifting focus from inflation concerns toward broader economic risks.

Meanwhile, a decline below $3,950 could indicate that higher bond yields, inflation worries and dollar strength have regained control of the market narrative.

Jewellery demand falls as high prices change consumer behaviour

While investors remain interested in gold, traditional jewellery demand has faced pressure because of elevated prices.

The World Gold Council reported that jewellery demand declined 17 per cent year-on-year in the second quarter as consumers purchased smaller quantities and shifted toward lighter products.

However, the value of jewellery demand remained strong, rising 22 per cent during the first half of 2026 to $86 billion globally.

The trend highlights an important shift in gold consumption: buyers are becoming more selective, while investment demand is playing a larger role in the market.

The bottom line: Gold may still have a place in investor portfolios

Gold’s journey in 2026 has moved from explosive rally to careful consolidation. While prices near $4,000 may make some consumers hesitate, market experts argue that the investment case remains supported by powerful long-term trends.

The metal is no longer driven only by inflation fears. Instead, investors are watching a wider mix of economic uncertainty, monetary policy, currency movements and geopolitical developments.

For consumers asking whether they should buy gold now, the emerging market view is not about chasing prices or expecting immediate gains.

Instead, gold may be worth considering as a long-term portfolio diversifier, a financial asset designed not only to benefit from market stress, but also to provide stability when other investments face uncertainty.

As Saxo’s analysis suggests, gold is currently waiting for a clearer direction. But with central banks still buying and investors searching for protection against global risks, the world’s oldest store of value continues to command attention.

Artificial intelligence (AI) is moving beyond chatbots and copilots into systems that can make decisions, take actions and work autonomously. As governments and businesses accelerate adoption, securing those AI agents is becoming as critical as building them. TrendAI, the enterprise AI-security business spun out of Trend Micro, has chosen the UAE for its regional debut, betting on the country’s ambition to become a global AI leader.

Salah Suleiman, managing director, South Gulf, explains why securing AI must evolve in step with its rapid deployment.

TrendAI launched in the UAE off the back of nearly four decades as Trend Micro. Why bring the brand here, and why now?

We are not stepping away from that heritage; we are building on it. Trend Micro is now a global holding company, and TrendAI is its enterprise AI-security business, carrying nearly four decades of innovation into the AI era.

The UAE was the natural choice for our first regional launch because it is one of the world’s most ambitious and forward-looking AI markets. It was the first country to appoint a Minister of State for Artificial Intelligence, and AI is projected to contribute close to 14 per cent of the country’s GDP, or around $96 bn, by 2030.

What makes the UAE particularly important is that its AI ambitions are being supported by a strong focus on cybersecurity, governance and digital resilience. This combination of innovation and responsible adoption is precisely where TrendAI operates.

Revealing the brand on Ain Dubai was a deliberate signal that the UAE is our anchor in the Gulf. We are present in every GCC country, and TrendAI Vision One is already available across the region. Launching TrendAI in the UAE reflects our long-term commitment to supporting governments and enterprises as they move from AI experimentation towards secure, large-scale deployment.

What does the shift from Trend Micro to TrendAI actually mean in practice? Is this more than a rename?

It is a genuine transformation, reflecting the fundamental shift in what organisations now need to secure. Our thesis is that AI is becoming the next compute layer of the enterprise. This fundamentally changes the attack surface because it now includes how AI systems act, connect, access data and make decisions. Securing that requires a business designed around AI from the ground up.

TrendAI does two things at once – we use AI to strengthen defence, while also securing AI itself. This means protecting the models, agents, prompts, data flows and autonomous actions on which organisations increasingly rely.

Our approach rests on four principles: visibility into how AI systems and agents behave; an understanding of the intent behind those interactions; control over what they are permitted to do; and human oversight at critical decision points. That is the difference between protecting the infrastructure beneath AI and governing how AI itself acts.

The UAE wants half its government services running on agentic AI within two years. Is that achievable securely, and is the security layer keeping pace?

It is an ambitious target, but one the UAE is well positioned to achieve because its AI ambitions and cybersecurity capabilities have advanced together. The same leadership driving AI adoption has also invested heavily in the National Cybersecurity Strategy.

The analogy I often use is that of an airport. You do not build the entire terminal and then decide where to put the security checks. You design security into the building from the outset. That is the approach the UAE is taking, and it is what makes secure agentic AI achievable at this pace.

Agentic AI does change the risk profile. These systems do not simply process information; they interact with other systems, access sensitive data, make decisions and take action within defined workflows. Protection is therefore most effective when it is built into deployment rather than added as an afterthought.

Our global research found that 57 per cent of organisations believe AI is advancing faster than they can secure it. Technology to close that gap exists today, and our role is to provide governments and enterprises with the visibility, governance and control needed to adopt agentic systems confidently, without slowing the innovation behind them.

In a market moving as fast as the UAE, what’s the real cost of deploying AI faster than you can secure it, and how should leaders balance speed against control?

The cost is far greater than any single security incident. AI is increasingly embedded in core business processes, customer services, government platforms and critical operations. When organisations deploy it faster than they can secure and govern it, the risks scale just as quickly as the innovation.

The threat environment is already significant. The UAE reportedly fends off around 800,000 cyberattacks each day, many of which are increasingly AI-driven, while IBM puts the average cost of a data breach in the Middle East at approximately $7.29 million, the second highest of any region.

However, the deeper cost is trust. When AI systems make incorrect decisions, expose data, take unauthorised actions or become difficult to audit, organisations face operational disruption, regulatory pressure and reputational damage. This can ultimately slow the very adoption they were trying to accelerate.

Our research shows this tension clearly, with 67 per cent of decision-makers feeling pressured to approve AI despite security concerns. The answer is not to slow adoption, but to make it safer by design through clear accountability, visibility across AI usage, unified controls and human oversight at the moments that matter. In AI, speed matters, but control matters just as much.

How is TrendAI supporting UAE organisations through this agentic transition, and what’s your commitment to the region?

We work closely with enterprises and public-sector organisations across the UAE, and the questions they are asking have changed. It is no longer only about how to protect existing IT environments, but also how to secure AI adoption, govern agents, manage sensitive data and retain control as automation becomes increasingly autonomous.

Through TrendAI Vision One, we help organisations consolidate visibility and security operations across endpoints, cloud environments, networks, data, users and AI systems. This enables security to become an enabler of growth rather than a barrier to it. For markets with sovereignty requirements, we support flexible deployment models, including private cloud and on-premises environments. This allows organisations to meet local data, regulatory and operational requirements while securing AI at scale.

That flexibility is particularly important for government and national security use cases and is central to how we support the UAE’s agentic AI ambitions. Our commitment extends beyond the launch itself as we intend to continue helping governments and enterprises across the Gulf scale AI with confidence, control and resilience.

Read: CEO Fahad Al Hassawi on du’s H1 numbers, AI ambition and its next chapter