Saudi Arabia intercepted and destroyed a ballistic missile targeting Riyadh early on Saturday as well as a drone in the kingdom’s Eastern Region, in the latest cross-border attacks by Yemen’s Houthi militia.

Major General Turki Al-Malki, spokesperson for the Saudi-led Coalition, confirmed the interceptions in separate statements carried by the Saudi Press Agency (SPA).

“Air defences intercepted and destroyed a ballistic missile launched by the terrorist Houthi militia toward Riyadh,” Al-Malki said in a statement issued at 4.49am local time.

Earlier, at 3.35am, the coalition announced that an unmanned aerial vehicle (UAV) had been intercepted and destroyed in the Eastern Region.

Saudi Civil Defence issued early warning alerts shortly after 4am covering Riyadh, Najran and Wadi Al-Dawasir, warning residents of potential aerial threats.

The coalition’s initial announcements did not report any casualties or damage from Saturday’s interceptions.

Missile and drone attacks

The latest interceptions came just a day after Saudi air defences destroyed two ballistic missiles targeting Riyadh and Khamis Mushait, along with two drones launched towards the kingdom’s southern region.

On Friday, October 23, Al-Malki confirmed that the missiles had been intercepted in separate incidents, extending a series of aerial threats reported across Saudi Arabia in recent weeks.

The renewed attacks follow deadly strikes on Saudi aviation infrastructure earlier this month.

On October 10, a Houthi-claimed attack on Riyadh’s King Khalid International Airport killed 13 people and injured more than 300, triggering widespread disruption to air travel. Further attacks and interceptions followed in subsequent days.

Abu Dhabi plans to integrate more than 2,000 UAE nationals into its private-school teaching workforce over the next five years under a new Emiratisation policy that combines recruitment commitments from major education operators with training, qualification and employment support.

The Abu Dhabi Department of Education and Knowledge (ADEK) announced the policy in collaboration with the Ministry of Human Resources and Emiratisation (MOHRE), the Emirati Talent Competitiveness Council (NAFIS) and five private education operators: SABIS, Taaleem, GEMS Education, International Community Schools and Liwa Education, a WAM report said.

The initiative introduces Emiratisation targets specifically for teaching positions in Abu Dhabi’s private schools, complementing existing federal requirements. It also establishes a framework to help schools recruit, train and employ Emirati educators, with an initial focus on Arabic, Islamic Studies and Social Studies.

Private school groups pledge hundreds of jobs

The participating education operators have committed to recruiting hundreds of Emirati educators as the policy moves into implementation.

Taaleem has pledged to recruit more than 200 Emirati educators, while SABIS has committed to more than 150 appointments. GEMS Education plans to recruit more than 120, International Community Schools more than 77, and Liwa Education more than 61.

Read more: 5 ways the GCC could reshape education for the next generation

The commitments build on an agreement ADEK signed with Aldar Education in May 2026, under which the education operator pledged to create more than 300 opportunities for Emirati educators.

By expanding its partnerships, ADEK aims to connect its new targets with concrete recruitment and training commitments from private-school employers. The participating operators will help develop approaches to identifying candidates, preparing them for teaching roles and placing them in schools.

ADEK said it would continue working with private schools across Abu Dhabi to support implementation, provide access to national talent and help institutions progress towards the new targets.

The policy combines recruitment expectations with support measures, including access to screened Emirati candidates, funded qualification pathways and practical, school-based training. These measures are intended to help schools meet the targets while building a sustainable pipeline of qualified teachers.

Training and financial support underpin recruitment drive

The Emiratisation programme relies on coordination between ADEK, MOHRE and NAFIS to connect prospective teachers with training and employment opportunities.

NAFIS provides eligible UAE nationals with access to funded training, financial assistance and structured routes into private-sector careers. MOHRE supports the employment and training mechanisms through which candidates can enter private schools and contribute towards applicable Emiratisation requirements.

One of the initiatives supporting this approach is the Emirati Student Employment Contract programme. It allows UAE nationals to join an employer while still studying and receive financial support, a monthly salary, pension registration and practical on-the-job training. Participants are also counted towards their employers’ Emiratisation targets.

The arrangements are intended to reduce barriers to entering the profession and give candidates opportunities to gain workplace experience while developing the qualifications and skills required for teaching.

Three pathways aim to widen access to teaching

ADEK is also developing the supply of Emirati candidates through programmes designed for people at different stages of their education and careers.

The Midad short-term programme, launched earlier in 2026, offers UAE nationals an entry point to explore teaching. Kon Moallim, introduced in 2025, provides promising candidates with a sponsored postgraduate qualification in education.

Both programmes are designed and delivered in partnership with the Emirates College for Advanced Education (ECAE).

A further route is the Teachers Programme, a NAFIS initiative delivered by ECAE in partnership with ADEK. It is designed to connect Emirati jobseekers and people seeking a career change with specialised training, classroom preparation and employment opportunities in private education.

The programme has two pathways: Teacher and Teacher Assistant. The structure is intended to accommodate candidates with different qualification levels and provide more than one route into the profession, subject to approved eligibility requirements.

Eligible participants enrolled in the Teacher pathway may receive a monthly financial incentive of up to AED4,000 through NAFIS during the training period.

Together, the programmes are intended to help private schools identify candidates, prepare them for classroom responsibilities and support their transition into employment.

Educator standards and student support remain central

The policy is anchored in the Abu Dhabi Educators’ Proficiency Framework, developed by ADEK and ECAE. The framework sets out the professional values and skills expected of educators across the emirate.

Its principles include UAE national identity and cultural respect, integrity and ethical responsibility, compassion and community, excellence and intellectual curiosity, lifelong learning and innovation, and collaboration.

The framework provides a common reference for developing educators while linking professional expectations with the emirate’s wider education priorities.

Increasing Emirati representation in classrooms is also intended to strengthen schools’ ability to support students with varied learning needs. ADEK said the collaboration would expand pathways into specialised education and improve schools’ access to qualified professionals who can contribute to inclusive learning, student wellbeing and more individualised support for Students of Determination.

Implementation will unfold over five years

The policy’s targets and partnerships establish a five-year timetable for expanding Emirati participation in private-school teaching. Recruitment is expected to progress gradually, beginning with Social Studies, Arabic and Islamic Studies positions.

The approach brings together employer commitments, training programmes and financial support rather than relying on recruitment targets alone. Its implementation will depend on converting those commitments into appointments and ensuring candidates obtain the preparation and qualifications required for their roles.

For private education operators, the policy creates a clearer framework for recruiting Emirati teachers while providing access to training and employment pathways. For UAE nationals, it establishes routes into teaching that range from introductory programmes to postgraduate qualifications and supported entry-level positions.

ADEK’s stated objective is to expand the national teaching workforce while maintaining professional standards across Abu Dhabi’s private schools. The scale of recruitment over the coming five years will be a key measure of the policy’s implementation and its ability to create lasting careers for Emirati educators.

The announcement forms part of Abu Dhabi’s broader effort to develop its education workforce, with the new policy linking national talent development more directly to the staffing needs of private schools.

https://www.wam.ae/en/article/c2vyztu-adek-launches-emiratisation-policy-for-private

The UAE Ministry of Health and Prevention (MoHAP) has launched a five-year climate adaptation plan aimed at reducing health risks associated with rising temperatures, poor air quality and extreme weather, while strengthening healthcare services against climate-related disruptions.

The Health Sector Climate Adaptation Plan 2026–2031 sets out measures to improve early warning systems, monitor climate-sensitive diseases and prepare healthcare facilities for the effects of a changing climate. The strategy shifts the focus towards identifying risks and preventing illness before climate-related hazards affect communities.

Climate change poses several challenges for public health. Higher temperatures and humidity can increase the risk of heat exhaustion and heatstroke, while dust storms and deteriorating air quality can aggravate respiratory conditions. Changing environmental conditions may also influence the spread of infectious diseases, while extreme weather can disrupt hospital operations, medical supplies and access to treatment, according to a WAM report.

UAE targets six climate-related health risks

The plan was launched during the Abu Dhabi Future Health Summit in the presence of Ahmed Ali Al Sayegh, Minister of Health and Prevention; Dr Alanoud Abdullah Alhaj, assistant undersecretary for the Green Development and Climate Change Sector at the Ministry of Climate Change and Environment; Dr Hussain Al Rand, assistant undersecretary for the Public Health Sector at MoHAP; and other officials and representatives of relevant entities.

Read more: Seha Clinics’ CEO Dr Khadija Al Marashda on putting prevention at the heart of healthcare

Developed in collaboration with the Ministry of Climate Change and Environment, health authorities and specialised partners, the strategy forms part of national efforts to coordinate health and environmental policies. It is also aligned with the UAE National Climate Change Adaptation Plan.

The framework is based on an assessment of climate-related health risks in the UAE, including rising temperatures and humidity, dust storms and extreme weather events. It identifies six priority areas for monitoring and preventive action:

• Heat-related illnesses: Rising temperatures and humidity can increase the risk of heat exhaustion and heatstroke.
• Cardiovascular diseases: Extreme heat can place additional strain on the heart.
• Respiratory diseases: Dust storms and poor air quality can aggravate existing respiratory conditions.
• Vector-borne diseases: Changing environmental conditions may affect the spread of diseases carried by mosquitoes and other insects.
• Water- and food-borne diseases: High temperatures can create additional challenges for food and water safety.
• Mental health: Extreme weather events can cause stress and disruption, affecting mental wellbeing.

These priorities will guide the development of targeted preventive measures and help authorities identify changes in disease patterns. The plan also gives priority to people who are more vulnerable to climate-related health complications and calls for healthcare institutions to prepare for changing public health needs.

Early warnings and healthcare preparedness

The strategy includes measures to improve heat and air-quality warnings, giving residents and authorities more time to respond before exposure leads to illness. It also focuses on preparing healthcare facilities, strengthening medical supply chains and coordinating emergency plans to maintain essential services during disruptions.

Key implementation priorities include:

• Early warning systems: Improve heat and air-quality alerts so people can take protective action before exposure leads to illness.
• Disease surveillance: Strengthen monitoring systems to identify changes in climate-sensitive diseases and emerging health risks.
• Healthcare preparedness: Improve hospitals’ readiness to manage climate-related emergencies and changing patient needs.
• Supply chain resilience: Help maintain medical supplies and essential healthcare services during disruptions.
• Data integration: Improve the exchange of health and environmental information to identify potential risks earlier.
• Workforce development and research: Strengthen healthcare professionals’ skills and expand specialised research.
• Inter-agency coordination: Improve cooperation between health authorities, environmental bodies and research institutions.

In the near term, the plan places particular emphasis on extreme heat, air quality, early warning systems and continuity of care. Better integration of health and environmental data is intended to help authorities detect early indicators of health risks and anticipate changes in disease patterns and treatment requirements.

The approach also addresses the operational and financial consequences of inadequate preparation. Climate-related illness can increase demand for medical services, while disruptions to facilities and supply chains can complicate the delivery of care. The plan therefore places prevention alongside emergency response as a measure of the health system’s readiness.

MoHAP calls for cross-sector coordination

“The plan helps the health sector turn climate-risk assessments into practical steps that protect people’s health,” said Dr Hussain Al Rand, assistant undersecretary for the Public Health Sector at MoHAP.

“This includes developing the skills of healthcare professionals, expanding specialised research, improving emergency preparedness and increasing the resilience of healthcare facilities. The next phase will focus on coordination among relevant entities and implementing priorities against precise indicators, helping to ensure continuity of services, protect populations most vulnerable to climate impacts and enhance the effectiveness of the health response nationwide.”

The framework is intended to translate climate-risk assessments into practical measures, supported by indicators to track implementation and progress. Its effectiveness will depend on how the priorities are put into practice, how institutions coordinate their efforts and how well early warning and surveillance systems identify emerging risks.

Climate adaptation linked to national targets

Al Sayegh said the plan reflects the UAE’s focus on protecting public health as climate conditions change.

“Guided by the directives of our wise leadership, the UAE places the protection of people and their quality of life at the heart of its health system,” said Ahmed Ali Al Sayegh, minister of Health and Prevention. “As our climate changes, the risks to our health change with it. Heat, dust and extreme weather affect people’s health in very real ways. Our responsibility is to anticipate these risks and protect our communities before people fall ill.”

Al Sayegh added: “This plan brings together data, expertise and institutions to build early warning systems and prepare our health services for the health impacts of climate-related events.

“Successful health adaptation to climate change depends on aligning efforts across the health, environmental and research sectors and turning scientific knowledge into preventive action that protects the community. This will also support the implementation of the UAE’s global commitments, foremost among them the COP28 UAE Declaration on Climate and Health, while contributing to the achievement of the Sustainable Development Goals.”

The plan contributes to the objectives of the We the UAE 2031 vision and supports the country’s efforts to strengthen healthcare preparedness for climate-related risks.

Its implementation will centre on surveillance, prevention, emergency readiness and continuity of essential services. Coordination between health and environmental bodies is expected to play a central role in putting the measures into effect, with the framework establishing priorities for the sector through 2031.

du is putting more money into data centres and its network to build businesses beyond mobile and fixed-line services, and its core operations kept growing while it did so.

Third-quarter capital expenditure rose 31.5 per cent to Dhs647m, mainly reflecting spending on data centre infrastructure and network upgrades. Quarterly revenue increased 7.1 per cent to Dhs4.1bn and net profit rose 7.3 per cent to Dhs786m.

“Our investments in data centres, cloud and advanced connectivity are extending our role beyond traditional connectivity and positioning du at the centre of the UAE’s digital economy,” chief executive Fahad Al Hassawi said in the results statement. “As enterprises and government entities digitise and scale, we aim to be their trusted partner.”

Over the first nine months of 2026, revenue rose 6.2 per cent to Dhs12.3bn, while service revenue increased 6.8 per cent to Dhs9bn. EBITDA grew 9.2 per cent to Dhs6bn and net profit increased 10.8 per cent to Dhs2.4bn.

du reported a nine-month EBITDA margin of 48.7 per cent, describing this as an expansion of 1.3 percentage points. Its quarterly margin was broadly stable at 47.7 per cent.

The quarter also brought long-term certainty. du’s telecom licence was renewed for another 20 years, and its royalty regime was extended for three years, while the company was added to the MSCI UAE Standard Index and the FTSE All-World Index.

The company said it continued to stabilise after disruption earlier in the year. Subscriber growth moderated amid regional headwinds, although demand for connectivity and digital services remained supportive.

The results provide the backdrop to a broader shift that du’s chief commercial officer, Karim Benkirane, outlined in September: growing the core telecom business while building new sources of revenue.

Speaking to Gulf Business on the sidelines of an exclusive VIP gathering to celebrate the regional launch of Apple’s iPhone 18 Pro and iPhone 18 Pro Max in September, Benkirane said diversification will shape the company’s growth over the next few years, from cloud, data and AI services to new propositions built with technology partners.

“Our strongest growth will happen through diversification, building new revenue streams alongside our core telecom business,” he said.

The business behind the handset launch

The iPhone 18 launch helped support handset sales and postpaid subscriptions during the quarter.

Postpaid customers increased 6.4 per cent year-on-year to 2 million, supported by premium consumer and enterprise demand, as well as the launch. The total mobile base grew 3.3 per cent to 9.5 million.

“Other revenues”, which include wholesale, ICT, handsets and accessories, rose 12.6 per cent to Dhs1.1bn.

Benkirane said interest and uptake for the latest iPhone models have been “tracking ahead of last year”. For an operator, however, the opportunity extends beyond the device sale.

A flagship launch prompts customers to review their data allowances, reconsider their plans or move to a higher-value package, he said. Referring to du’s first-half performance, he points to continued mobile revenue growth and an improving customer mix.

“So, while a launch like this creates an immediate commercial moment, its real value is in how it supports a broader trend: more customers moving up the value curve and staying with us for longer.”

The third-quarter figures bear that out: mobile revenue grew 3.9 per cent to Dhs1.8bn, supported by subscriber growth and a more favourable customer mix.
Fixed revenue increased 7.1 per cent to Dhs1.2bn, driven by home wireless and enterprise connectivity.

Fixed subscriptions rose 5.2 per cent to 756,000.

What customers expect from the network

Newer devices also change how customers use their connections. Benkirane said richer video and camera capabilities, AI features and more time spent on 5G are contributing to higher data consumption.

“Each flagship cycle reinforces a pattern we’re seeing across our base: customers upgrading not just their handset, but their expectations of what their network should deliver alongside it,” he said.

He sees that expectation extending beyond download speeds.

“The conversation is shifting from ‘how fast is my connection’ to ‘how capable is my experience.'”

Customers now expect their phones to handle tasks such as real-time translation, generative photography and predictive assistants, he says, and much of that relies on a network that is consistent as well as fast.

For du, the response includes investment in 5G+ and 5G-Advanced, with an emphasis on capacity, latency and reliability.

Benkirane cites what du describes as a world-first six-carrier aggregation deployment delivering 420 MHz of bandwidth. He says it gives the network more capacity to handle traffic in busy locations, including stadiums, business districts and major events.

“For customers, that translates into a smoother, faster experience even at peak times,” he says.

Making that capacity useful also requires work with handset manufacturers. Benkirane says the deployment involved close validation with device partners to ensure compatible phones could take advantage of the bandwidth.

Where the next revenue comes from

Benkirane sees different opportunities in consumer and enterprise services. For consumers, he expects 5G-Advanced to support premium experiences, higher-value plans and retention. The enterprise opportunity could be larger, he says, through private networks, connected devices and services for logistics, manufacturing and smart cities.

Alongside that sits du’s expansion into cloud, data and AI-related services, supported by du Ventures and investment in data centres.
du’s results do not separately disclose revenue or profit from those activities.

Benkirane also points to near-term opportunities in people-oriented AI, SMEs and hospitality.

He also sees growth in adjacent areas such as fintech, in earning revenue from data services, and in allowing partners to build products using du’s capabilities through application programming interfaces.

“The common thread is moving beyond a purely traditional telecom model into a broader digital and technology-enabled business,” he said.

Paying for expansion

Higher investment weighed on quarterly operating free cash flow, which fell 2.3 per cent to Dhs1.3bn. Across nine months, however, it increased 5.7 per cent to Dhs4.3bn.

du says its unleveraged balance sheet and cash generation give it scope to invest while continuing to deliver shareholder returns.
Benkirane described the aim as “sustained, disciplined investment that keeps our network ahead of customer and market needs, without losing sight of profitability and shareholder returns.”

Submarine cables are part of that approach. He pointed to du’s partnership with Datawave on the Singapore-India-Gulf cable system, the activation of the Oman Emirates Gateway cable with Omantel, and an agreement to extend the PEACE Cable System into the UAE.

Together, he said, the projects improve international connectivity, capacity and resilience.

Partnerships also feature in du’s service expansion. Benkirane says the company is working with Microsoft on AI and digital infrastructure, while its three-year Samsung agreement covers consumer and business services, product launches and customer experience.

“The biggest opportunities ahead, I think, are around AI partnerships and platforms that let us combine our network, our customer relationships and a partner’s technology to create something neither of us could deliver alone.”

With its licence secured for another two decades, premium customers growing and new businesses taking shape, du heads into the final quarter from a position of strength. As Al Hassawi put it, the company is “confident in the strength of the UAE’s economy and its prospects for the future.”

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

Wynn Al Marjan Island is transforming Ras Al Khaimah’s property market, with developers racing to capitalise on the arrival of the UAE’s first integrated gaming resort in September 2027.

But Al Hamra Group CEO Benoy Kurien has seen the emirate evolve from a relatively quiet property market into an increasingly sought-after luxury destination.

“Our biggest USP is our legacy. We’ve been around for a long time,” he told Gulf Business this week.

We meet Kurien at the upscale Lexington Grill & Bar at Waldorf Astoria Ras Al Khaimah, shortly after touring a luxury residence — valued at over Dhs20m — in the group’s branded residential development.

The Waldorf Astoria project has already made headlines after a three-level Sky Palace sold for Dhs130m earlier this year, setting a residential transaction record for the emirate.

Kurien arrives slightly late, delayed by an important meeting with the emirate’s leadership.

His own story is closely tied to Ras Al Khaimah’s transformation. He joined Al Hamra in 1998 as an accountant, becoming one of the first three employees at Manar Mall, before working his way through the ranks. He became general manager in 2011 and was appointed group CEO in 2018.

Nearly 28 years after joining the business, Kurien now oversees a portfolio spanning residential property, hospitality, retail and leisure.

“We have a track record… and we have a legacy of delivery,” he says.

The Wynn effect

Kurien is unequivocal about Wynn’s significance.

“I think it’s a game changer,” he says.

“The economic multiplier of such an asset in this part of the world, although it is untested, we can reasonably guesstimate what that impact is going to be.”

The $5.7bn integrated resort has helped propel Ras Al Khaimah onto the international property investment map, attracting developers, luxury hotel brands and investors hoping to benefit from a surge in tourism.

But Kurien believes Al Hamra has something that newer entrants cannot immediately replicate.

“We’ve been here a long time, much before many of the talked-about assets,” he says.

Al Hamra’s roots stretch back to 1998, with early investments in retail and residential development. Its portfolio has since grown to include Manar Mall, Al Hamra Golf Club, the Royal Yacht Club and several luxury hospitality developments.

“We built the first shopping centre, we built the first luxury resort in Ras Al Khaimah, we built the first golf course, we built the first marina,” Kurien says.

Today, Al Hamra’s master plan spans approximately 77 million square feet, with around 5,000 homes, 950 hotel keys and residents from more than 100 nationalities.

Beyond the property boom

Kurien acknowledges that the company benefited from earlier waves of investment in the UAE property market.

“In the initial part, we were riding the wave of real estate investment that was coming into the UAE. We were beneficiaries of it,” he says.

But he believes the company’s appeal has evolved significantly since 2020.

“We have built our own narrative, our own story,” he says.

“People today are buying in Ras Al Khaimah or investing in Ras Al Khaimah on the strength of what we have to offer rather than on what everybody else has to offer.”

The group is now expanding its residential portfolio, with Al Hamra Greens set to deliver 1,798 apartments in late 2028, while Al Hamra Waterfront will introduce 622 residences across five towers in early 2028.

Aila Homes will add 204 townhouses, with prices starting from Dhs3mn.

Meanwhile, the Waldorf Astoria Residences project is positioning Al Hamra in the emirate’s ultra-luxury market.

But with approximately 90 per cent of its existing master plan already developed, Kurien is also looking beyond Al Hamra Village.

“In the remaining 10 per cent of the land, we will be building more residential, some more hotels, some more branded residences,” he says.

“Then we will move into a new location, building new residential communities, new assets.”

And as Wynn accelerates Ras Al Khaimah’s property race, Kurien believes investors will increasingly distinguish between ambitious promises and proven delivery.

“If, as an investor, you want to put your money somewhere, you would want to put it with somebody who has some sort of a track record,” he says.