Saudi Aramco is set to export its first ultra light crude cargo from the Jafurah gas plant later this month. US majors Chevron and ExxonMobil, and Indian Oil Corp have purchased initial cargoes at premiums. The Jafurah project aims to boost Aramco's gas output, with condensate being processed into petrochemical feedstock and refined products.
State energy major Saudi Aramco has sold several cargoes of ultra light crude oil from its $100bn Jafurah gas plant to US majors and an Indian refiner as it prepares to export its first cargo later this month, four trade sources said.
The Jafurah project, estimated to contain 229 trillion standard cubic feet of raw gas and 75 billion barrels of condensate, is central to Aramco’s ambitions to boost its gas output to become a major global natural gas player and to expand its offerings of light crude grades.
US major Chevron has bought two Jafurah condensate cargoes for loading later this month and in March while Exxon Mobil Corp and Indian Oil Corp purchased cargoes to be lifted next month, the sources said.
The cargoes were sold at premiums of $2 to $3 a barrel to Dubai quotes on free-on-board basis, they added.
First cargo likely for South Korea
Chevron’s first cargo is likely to go to its South Korean joint-venture refiner GS Caltex while the second could head to Thailand for Star Petroleum Refining, two of the sources said.
Aramco, Exxon, IOC and SPRC did not immediately respond to requests for comments. GS Caltex did not have an immediate comment. Chevron declined to comment.
Jafurah is potentially the biggest shale gas project outside the US and is expected to reach sustainable production of 2 billion cubic feet per day by 2030.
Aramco could export four to six 500,000-barrel cargoes of Jafurah condensate per month from the country’s eastern port of Yanbu, a source told Reuters earlier.
Condensate is a non-gas liquid that can be processed at splitters to produce petrochemical feedstock naphtha and other refined products, or can be blended with crude to be distilled at refineries.
The Jafurah condensate has an API gravity of 49.7 degrees and contains about 0.17 per cent sulphur, according to a preliminary crude assay reviewed by Reuters.
About 40 per cent of its yield is petrochemical feedstock naphtha, mainly the heavier grade, while most of the rest of the output is gasoil and kerosene, the assay showed.
Dubai's Museum of the Future, nearing five million visitors in four years, is a rapidly growing global hub for knowledge and innovation. It embodies Dubai's vision to collaboratively design the future through events, programs, and initiatives, including the Dubai Future Forum and the 'Great Arab Minds' initiative. The museum has become the permanent home of the 'World Preservation Lab and...
The Museum of the Future is approaching a major milestone, nearing five million visitors as it marks four years since opening its doors on February 22, 2022, cementing its position as one of the world’s fastest-growing cultural and knowledge destinations.
Mohammad Abdullah Al Gergawi, chairman of the Museum of the Future, said the achievement reflects Dubai and the UAE broader ambition to make designing the future a shared global goal.
“Dubai and the UAE have made designing the future a shared global goal, uniting the world to create a better tomorrow by leveraging present and future opportunities, serving communities and ensuring the best for future generations,” Al Gergawi said.
The nearly five million visitors recorded since launch underscore the Museum’s expanding global footprint and growing demand for its programmes and immersive experiences. The figure reinforces its status as a hub attracting visitors from diverse cultures and nationalities, and as a platform where leading thinkers exchange expertise and transform forward-looking ideas into practical realities, according to a WAM report.
Embodying a vision for the future
Al Gergawi said the Museum embodies the vision of Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, by convening global minds to confront the challenges of tomorrow.
“The Museum of the Future, which embodies the vision of Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, brings together leading minds from around the world to ask the right questions and develop practical solutions for the challenges of tomorrow,” he said.
“Since its launch four years ago, the museum has evolved into a thriving knowledge-based ecosystem that turns ideas into programmes, dialogues and experiences that inspire, equip and serve as a laboratory for practical solutions to tomorrow’s challenges.”
He added that the institution has become more than an exhibition space.
“The Museum of the Future bridges thought and experience, dialogue and application. It has become a global space that empowers people to understand rapid transformations and prepare for them. It reflects the UAE’s message that the future is not something to wait for, but something to design and build today through innovation and creative collaboration,” Al Gergawi said.
A track record of global engagement
Over the past four years, the Museum has compiled a substantial record of achievements.
It has hosted 620 events, conferences and talks focused on themes including artificial intelligence, sustainable cities, and the future of education, health, the economy, work, technology and the arts. In addition, it has organised 224 educational programmes, specialised workshops and interactive learning experiences targeting students, professionals and industry leaders across multiple sectors.
In 2025 alone, the museum welcomed nine heads of state and 46 ministers for official visits, alongside diplomatic and governmental delegations from around the world, further consolidating its role as a destination for high-level dialogue and engagement.
As it enters its fifth year, the Museum emphasises that the milestone is not the culmination of its journey, but the beginning of a broader phase aimed at expanding the global impact of its platforms and programmes.
Flagship initiatives strengthen international reach
Central to its growing influence are flagship initiatives that have elevated its international presence.
The museum hosts the Dubai Future Forum, widely recognised as the world’s largest gathering of futurists, bringing together experts to examine transformative global trends. It also runs the Future Talks series, featuring leading thinkers, decision-makers and international experts who explore major scientific, humanitarian and technological shifts shaping the world.
Among the highlights of the past year was a special session with global superstar Sarah Jessica Parker as part of the Future Talks series. The discussion examined the future of sustainable jewellery and showcased the Museum’s ability to convene influential figures from diverse sectors.
The institution also continues to support Arab intellectual leadership through the ‘Great Arab Minds’ initiative. The programme aligns with the Museum’s mission to revive the Arab region’s contribution to shaping humanity’s future and strengthening its presence within the global knowledge community.
Across three editions, the initiative has honoured 18 distinguished Arab scholars and influential figures.
A permanent home for innovation
During the World Governments Summit 2026, Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister and Minister of Defence and Chairman of the Board of Trustees of the Dubai Future Foundation, directed that the Museum of the Future become the permanent home of the ‘World Preservation Lab and BioVault’.
The lab, which transitions from a temporary exhibition at the Summit to a permanent installation at the Museum, reflects the UAE’s commitment to scientific innovation and biotechnology as tools to protect the environment and preserve wildlife.
Established in collaboration with Colossal Biosciences, a global leader in biotechnology and species preservation, the Lab will introduce scientists, academics and biotechnology researchers to the latest advancements in protecting endangered species and enhancing ecosystem sustainability. It will also raise awareness among visitors about safeguarding natural and biological diversity and its critical role in sustaining life on Earth.
Architecture meets sustainability
Architecturally, the Museum of the Future has become an icon of Dubai’s skyline and a physical manifestation of its forward-looking ethos.
Rising 77 metres, the torus-shaped structure merges advanced engineering with cultural symbolism. Its façade consists of 1,024 precisely manufactured panels spanning 17,600 square metres, adorned with Arabic calligraphy featuring quotes by Sheikh Mohammed bin Rashid Al Maktoum, embedding messages of imagination and innovation into the city’s urban landscape.
Sustainability remains central to both the Museum’s design and operations. More than 30 percent of its energy needs are generated through solar power, supported by advanced thermal insulation systems, high-efficiency cooling technologies and energy-saving LED lighting.
In 2023, the Museum of the Future was awarded LEED Platinum certification for energy and environmental design, reinforcing its reputation as a benchmark for sustainable architecture in the region.
A journey that continues
As it enters its fifth year, the Museum stresses that its success is measured not only by visitor numbers or the volume of events hosted, but by the tangible impact it creates.
This milestone marks a journey that began as an idea on the sidelines of the World Governments Summit, followed by the project’s announcement on March 3, 2015, the issuance of Law No. 19 of 2015 establishing the Museum, and its global opening in 2022.
Today, the Museum of the Future stands among the most visited destinations in the UAE and one of the fastest-growing institutions within the global knowledge community.
Al Gergawi reiterated that the institution’s mission remains firmly rooted in action.
“The future is not something to wait for,” he said. “It is something to design and build today.”
A severe winter storm on the US East Coast caused widespread flight disruptions. Emirates, Etihad, and Air India cancelled or rescheduled flights to/from New York and Newark, impacting thousands. Etihad also diverted a Vienna flight. Airlines prioritize safety, urging passengers to check flight status and update contact information for rebooking assistance.
A powerful winter storm sweeping across the US East Coast has triggered widespread disruption to international air travel, with leading carriers including Emirates, Air India and Etihad Airways announcing cancellations, reschedules and diversions affecting thousands of passengers.
Heavy snowfall and severe weather conditions forecast across New York, New Jersey and surrounding regions on February 22 and 23 have significantly impacted operations at major airports including John F. Kennedy International Airport and Newark Liberty International Airport.
Airlines said safety remains their top priority as they work to assist affected travelers.
Emirates cancels and reschedules multiple New York flights
Dubai-based Emirates confirmed that several services to and from New York and Newark have been cancelled due to the anticipated severe impact of the snowstorm.
The airline announced the following cancellations:
EK203 / February 22 – Dubai to New York (JFK)
EK204 / February 23 – New York (JFK) to Dubai
EK209 / February 22 – Athens to Newark (EWR)
EK210 / February 23 – Newark (EWR) to Athens
In addition, several flights have been rescheduled:
EK202 / February 23 will depart from New York (JFK) at 18:00 hrs local time on February 22 and arrive in Dubai at 15:25 hrs local time on February 23.
EK201 / February 23 will depart from Dubai at 14:30 hrs local time on February 23 and arrive in New York (JFK) at 19:55 hrs local time on February 23.
EK206 / February 23 will depart from New York (JFK) at 20:00 hrs local time on February 22 and arrive in Milan at 09:35 hrs local time on February 23.
EK205 / February 23 will depart from Milan at 18:40 hrs local time on February 23 and arrive in New York (JFK) at 21:55 hrs local time on February 23.
“Customers impacted by the cancellations are advised to contact their travel agency for rebooking. Those who booked directly with Emirates should contact us,” the airline said in its latest travel advisory.
The carrier added that passengers affected by rescheduled flights and connecting in Dubai “will be rebooked until their final destination” and urged travelers to check flight status regularly.
Customers are also requested to ensure their contact details are up to date by visiting Manage Your Booking to receive the latest updates.
“We apologise for any inconvenience caused. We continue to monitor the situation closely,” the airline said.
Image credit: Getty Images (right) and Instagram story screenshot (left)
Etihad Airways announces flight disruptions due to severe winter storm
Etihad Airways has also confirmed significant disruptions to its USA operations as a severe winter storm continues to impact parts of North America. The extreme weather conditions have led to multiple cancellations and schedule changes affecting services between Abu Dhabi and key US destinations.
As a result of the storm, the following flights scheduled for February 23 have been cancelled:
EY1: Abu Dhabi (AUH) – John F. Kennedy International Airport (JFK)
EY2: John F. Kennedy International Airport (JFK) – Abu Dhabi (AUH)
EY7: Abu Dhabi (AUH) – Logan International Airport (BOS)
EY8: Logan International Airport (BOS) – Abu Dhabi (AUH)
In addition to cancellations, several flights have been rescheduled:
EY4: New York (JFK) – Abu Dhabi (AUH) on February 22 will now depart four hours earlier at 18:00 (local time).
EY3: Abu Dhabi (AUH) – New York (JFK) on February 23 has been delayed by approximately five hours and is now scheduled to depart at 14:40 (local time).
The airline emphasised that the weather situation remains dynamic, and further delays or cancellations may occur if conditions worsen or operational requirements demand additional changes.
Etihad Airways stated that affected guests are being supported by its teams and will be rebooked on alternative flights once services resume. Passengers may also request a full refund if preferred.
Travelers are strongly advised to ensure their contact details are up to date by visiting etihad.com/contactme to receive real-time updates via SMS or email. Additional information is available on the airline’s official website or through the Etihad Airways Contact Centre at +971 600 555 666 (UAE).
The airline reaffirmed that the safety and comfort of its guests and crew remain its highest priority and expressed regret for the inconvenience caused by the disruptions.
Air India grounds all New York and Newark services
Air India also announced sweeping cancellations, confirming via its Instagram story that all flights to and from New York and Newark scheduled for February 23 have been cancelled due to the approaching winter storm.
The airline said heavy snowfall predicted across the region is “likely to significantly disrupt flight operations.”
“The decision has been taken with the safety, well-being and convenience of passengers and crew as the top priority,” Air India said. The carrier added that its dedicated support teams will assist travelers booked on the cancelled services.
Passengers seeking assistance can contact Air India’s 24×7 call centre at +91 1169329333 or +91 1169329999.
The airline thanked customers for their patience and understanding during the disruption.
Etihad Flight diverted to Munich amid European weather
Meanwhile, weather-related disruption extended beyond the USA. Etihad Airways confirmed that flight EY153 from Zayed International Airport (AUH) to Vienna International Airport (VIE) on February 20, 2026 was diverted to Munich International Airport due to adverse weather conditions in Vienna.
As a result, the return service EY154 from Vienna to Abu Dhabi scheduled for the same day has been delayed.
“We apologise for the inconvenience caused by this event, and our teams are doing their best to assist you with your travel arrangements,” Etihad said.
The airline urged passengers booked on the affected flights to ensure their contact details are updated via etihad.com/contactme to receive SMS or email updates with the latest flight information.
“The safety and comfort of our guests and crew is our number one priority. We apologise for the inconvenience to your travel plans,” the airline added.
Airlines urge passengers to monitor updates
With the winter storm expected to intensify across parts of the US Northeast, airlines continue to closely monitor conditions and adjust operations accordingly.
Travelers flying to or through New York and Newark in the coming days are advised to check their flight status before heading to the airport, update contact information with their airline, and remain in contact with travel agents where applicable.
While the snowstorm has created significant operational challenges, airlines say their focus remains firmly on passenger safety and minimising disruption wherever possible.
Kipling relaunched its Dubai Mall flagship store, emphasizing joyful experiences with a giant plush monkey mascot. The brand aims to reconnect emotionally with customers after focusing on digital expansion. This includes a focus on durability and customer experience. The Middle East, managed by partner Jashanmal Group, is a key growth market for Kipling.
There is a giant plush monkey in the middle of the Dubai Mall. It is roughly the size of a small child, and it is attracting a steady stream of shoppers who want to cuddle it, photograph it, and post it to their feeds. The monkey is not for sale. It is not, strictly speaking, a product at all. It is a mascot — and a statement of intent.
The creature belongs to Kipling, the Belgian accessories brand that has just refreshed its flagship store in one of the world’s busiest shopping destinations. “The Dubai Mall flagship store is the true expression of what Kipling is: colourful, joyful, and as fun as our icon — the furry ‘Monkey’,” says Domitille Parent, VP Global Brand Management. “This store is a destination; it draws you in. You want to enter and take part in the experience, cuddle the monkey, take selfies… and of course check out our new bag collection!”
The emotional connection
Kipling’s reinvention is not merely cosmetic. It is, by the brand’s own admission, an attempt to recapture something it had lost. “I’m being really transparent with you,” Parent says. “In the past years, Kipling became a little static, a bit soft. So, this is something we have been working on re-establishing, like bringing a smile to people’s faces when they see a Kipling ad or when they see a Kipling product. This is super important.”
The diagnosis is bracingly honest for a brand that sells 23 bags every minute somewhere in the world, and whose products are owned by more than 35 million people globally. But the honesty reflects a broader reckoning in the accessories market. After years of digital-first expansion, brands are rediscovering that physical retail is not merely a distribution channel; it is an emotional theatre.
“In the past years, we also went really digital,” Parent explains. “We opened all the digital channels, which are great because for bags products, digital is easy, you don’t really need to try the product on. But what we realised was that people were missing the retail environment. When you’re not visible in the retail environment, you’re not top of mind. People want to go back into retail. They want to touch the product. They want to experience.”
The monkey, in this context, is more than a mascot. It is an emotional anchor. “We want to connect with it,” Parent says.
A partnership built on trust
The Dubai flagship exists because of a relationship that has quietly endured for a quarter of a century. Kipling’s regional partner is the Jashanmal Group, one of the Gulf’s most established retail houses, founded in 1919 and now operating over 150 stores across the UAE, Kuwait, Bahrain, Oman, and India.
The two have worked together for 25 years — more than half of Kipling’s 40-year existence. Jashanmal operates 10 Kipling stores across the Middle East.
“The reopening of Kipling’s flagship store in Dubai Mall marks a proud moment for us and reflects our long-standing partnership built on trust, shared values, and a passion for delivering exceptional retail experiences,” says Shuja Jashanmal, CEO of Jashanmal Group. “This refreshed flagship beautifully captures the brand’s playful DNA while elevating the in-store journey. Kipling has always stood for creativity, colour, and joyful self-expression, and this reopening brings that spirit vividly to life.”
Parent is effusive about what the partnership has meant. “What’s great is that they are really great partners because they tag along with the brand message and the brand vision. They are really aligned. But what they do is they implement it in a really, really great way. It’s not only because they’re investing in the brand, which is always important. But they’ve been doing such a great job that the brand has always been so relevant in the Middle East.”
The investment goes beyond capital. “They do activation — when we had our collaboration with the Minions, they had Minions running around the mall. They are really investing financially, for sure, but also investing their time, their creativity within the brand, which is vital to keep the brand momentum and desire.”
The Middle East is now one of Kipling’s fastest-growing markets globally. The next regional refurbishment will be the Festival City store.
Why the monkey matters
Kipling’s origin story has a literary charm that the brand has never outgrown. In 1987, three entrepreneurs — Xavier Kegels, Paul Van De Velde, and Vincent Haverbeke — founded the company in a small flat in Antwerp, Belgium. They named it after Rudyard Kipling, the British author of The Jungle Book, whose tales of Mowgli and his animal companions captured a spirit of adventure and playfulness they wanted their brand to embody.
The monkey came almost immediately. “The brand was founded in 1987, so almost 40 years ago, and the monkey was already there,” Parent explains. “When the brand was founded, the name was chosen — Kipling, which is linked to the writer of The Jungle Book. And then the founders were like, it would be nice to have a small icon. So first they had the monkey in the logo with a really big tail, and then they had the small monkey on the bags, which we’ve kept forever.”
“What’s really funny is that they thought people would attach it to their keys or something, but actually, people leave it on their bags. It’s really a success story. And it’s so deep that some people, they call it the “monkey” brand. If you say, ‘I work for Kipling,’ they say, ‘Yes, you know, the monkey.’ It’s really linked to the brand. It’s part of the DNA.”
Each season introduces new monkey designs, and each is named after a Kipling employee somewhere in the world. It is a small gesture of internal community that has turned the keychain into a collector’s item.
The brand’s other signature — its distinctive crinkled nylon fabric, lightweight, water-resistant, and almost indestructible — was a happy accident. The founders had set out to make colourful, functional bags that broke with the monotony of conventional luggage. The crinkled texture came from a production quirk that they decided to embrace rather than correct. The brand adopted a fitting motto: Fashion is too important to take seriously.
Durability over trends
One of Kipling’s quiet selling points has always been longevity. The bags are built to last — and to be passed on. Parent is candid about the tension this creates with the sustainability discourse.
“We belong to a big group called VF Corporation, which has super high standards when it comes to production. We use bluesign fabric facilities. We are really working on non-waste — when we are using something on a product, we do not want to waste, we do not want to use things which are useless. That’s the first mindset.”
“The second mindset is really the durability of the product. We’ve been looking, transparently, at recycled material, or coconut leather, or these kinds of things, but the products were not as resistant. And for us, what’s most important is that when you buy a product, you know the product will be there for a long time. You can even put it in a washing machine if you want. You can give it to your sister. This is for us the key message: when we do a product, of course, it has an ecological footprint, but we want to make sure that we erase it within the years because you will have it for so long.”
What works here
Kipling maintains a global product range, but regional partners curate locally. “In terms of products, we have a global offer, but the offer is quite wide, so it enables the region to go more for their specificity,” Parent says. “We will have many colours, but maybe the Middle East will say, ‘No, we don’t want the yellow.’ That’s fine — they can really curate their assortment.”
Two categories perform particularly well in the region. The first is back-to-school: children’s backpacks, trolleys, lunch bags, and pencil cases in seasonal prints and colours that can be purchased as coordinated sets. “Every season we come with new prints, new colours, but you can also buy the full assortment,” Parent notes. The second is travel — a category that surprises some customers who associate Kipling primarily with everyday bags. “People don’t always think that Kipling has travel, but we do. The bags on wheels are doing really well in the Middle East.”
Reaching the next generation
Kipling’s challenge is generational. It has an intensely loyal customer base, but that base is getting older. The brand must find a way to stay relevant without abandoning its identity.
Parent says. “What’s important for us is that we stay relevant for the next generation. But as Kipling, we do not want to go for the young, young hipster. We want to grow with our consumers. We want to go with the adjacent category, the active woman, who is busy and has a family. We see that our population is getting older, but we can go back one step and regain. It’s not only about the age, but also more like somebody who is vibrant and active. She knows that Kipling has everything she needs to go to work, to pick up the kids.”
In an era when retail is often discussed in terms of logistics, conversion rates, and omnichannel integration, there is something refreshingly simple about Kipling’s bet: that a giant plush monkey can make people smile, that a durable bag can be passed from mother to daughter, and that a quarter-century partnership built on trust can still be the foundation of something new. It is not a complicated thesis. But then, Kipling has never believed that fashion should be taken too seriously.
AIX Investment Group’s playbook for markets in 2026
Global growth has stabilised and inflation has cooled, but markets are no longer forgiving. As technology rallies narrow and policy paths diverge, AIX Investment Group is repositioning portfolios for resilience, selectivity and long-term value
Global markets in 2025 showed growth driven by technology and AI, but with concentrated returns. The IMF forecasts moderate global growth for 2026. Central banks are cautious, and fixed income is strategically relevant again. AIX Investment Group emphasizes durability, selective fixed income, and navigating geopolitical risks. They focus on opportunities outside the US and managing inflation.
Global markets ended 2025 stronger, but far less forgiving.
Growth returned, equity indices pushed higher and inflation cooled. Yet the rally exposed a market increasingly dependent on a narrow set of technology and artificial intelligence (AI) leaders.
Investors now face a tougher question: will recent gains reflect durable fundamentals or a new phase of concentration risk?
The International Monetary Fund (IMF) expects the global economy to expand by around 3.3 per cent in 2026, a pace that signals stability rather than acceleration. Technology investment, particularly in AI, continues to underpin that growth, helping offset slower momentum in advanced economies. Policymakers, however, are no longer providing uniform support. Central banks have shifted toward caution, weighing selective rate cuts against lingering inflation pressures and uneven labour markets.
Equity markets reflected that imbalance. In 2025, the so-called “Magnificent Seven” technology stocks (Alphabet, Amazon, Apple, Tesla, Meta Platforms, Microsoft, and Nvidia) accounted for well over half of the S&P 500’s total gains, according to market estimates, reinforcing concerns that returns are becoming increasingly concentrated. By contrast, large parts of the market delivered more modest performance. The MSCI All Country World Index rose solidly over the year, but US equities continued to dominate returns, underscoring the growing divergence between headline indices and underlying breadth.
Bond markets, meanwhile, have reclaimed strategic relevance. After years in the shadows, fixed income once again offers income, diversification and downside protection as yields reset higher. The result is a market environment that rewards selectivity rather than passive exposure.
The UAE enters this cycle from a position of relative strength. Forecasts from multilateral institutions point to around 5 per cent real GDP growth in 2026, driven by non-oil expansion, investment inflows and continued economic diversification. That pace places the country well ahead of many advanced economies and reinforces its role as a regional hub for capital and asset allocation.
This combination of moderate global growth, cooling but uncertain inflation along with increasingly selective market leadership is forcing investors to rethink long-standing playbooks. For AIX Investment Group, the focus has shifted away from momentum and toward durability: constructing portfolios designed to absorb volatility while capturing long-term opportunity.
“As we move into 2026, the global rate environment is no longer binary,” says Fadi Dabbagh, president of the board at AIX Investment Group. “We are seeing selective easing in some developed markets, continued caution in others, and structurally higherfor-longer dynamics in certain regions. At AIX Investment Group, this complexity creates opportunity rather than constraint.”
Fadi Dabbagh, president of the board at AIX Investment Group
Fixed income makes a comeback
For much of the past decade, ultra-low yields pushed fixed income into a defensive corner of multi-asset portfolios. That dynamic has changed. Higher yields across developed and emerging markets have restored bonds as a core strategic asset, capable of delivering income, diversification and capital preservation.
“Our fixed income strategy is increasingly granular and selective,” Dabbagh explains. “It focuses on active duration management, curve positioning, and high-quality yield capture. Structured fixed income instruments offer attractive risk-adjusted returns without excessive exposure to rate volatility.”
That selectivity matters in a world where rate expectations diverge sharply by geography. While parts of the developed world prepare for cautious easing, others remain in a higher-forlonger posture, forcing investors to manage duration and credit risk more precisely.
“Importantly, we are not chasing yield blindly,” says Dabbagh. “The emphasis is on capital preservation, liquidity, and resilience, while positioning portfolios to benefit as rate cuts eventually feed through to bond prices.”
The shift reflects a broader recalibration among investors. After years of equity-led returns driven by a narrow leadership group, many are reassessing the role of predictable income and balancesheet strength.
“In many ways, fixed income has reasserted itself as a strategic pillar of long-term wealth creation and we see 2026 as a year where disciplined bond investing is rewarded,” he adds.
Learning to live with geopolitics, AI
Geopolitical risk no longer arrives as a surprise. Trade realignment, sanctions regimes and energy security concerns now shape market behaviour on a continuous basis. Rather than attempting to forecast political outcomes, AIX Investment Group focuses on constructing portfolios that can function across regimes.
“Geopolitical risk is now a permanent feature of the investment landscape, not an episodic shock,” says Dabbagh. “At AIX Investment Group, we do not attempt to predict geopolitical events; instead, we build portfolios that can withstand and adapt to them.”
That philosophy translates into diversified exposure across regions, currencies and economic systems, supported by ample liquidity buffers and disciplined position sizing.
“Our goal is not to become overly defensive, but to remain flexible so that portfolios can absorb shocks while still capturing long-term opportunities,” he says. “In today’s world, resilience is not about avoiding risk altogether, but about managing it intelligently.”
Furthermore, AI continues to dominate market narratives, but AIX Investment Group argues its influence extends well beyond equity valuations and earnings growth. Productivity gains, cost structures and competitive positioning increasingly affect credit quality and long-term growth assumptions.
“Technology and AI in particular is no longer just an equity story,” says Dabbagh. “It is increasingly influencing productivity, corporate margins, credit quality and longterm growth expectations, all of which feed directly into fixed income markets.”
Those dynamics now inform AIX Investment Group’s issuer selection, credit analysis and duration decisions. The firm also monitors how AI-driven productivity gains may influence long-term inflation expectations and yield curves.
“We are also attentive to how technological productivity gains may influence long-term inflation expectations and yield curves, potentially supporting a more favourable backdrop for longerduration assets over time,” he explains. “In this sense, technology is quietly becoming one of the key macro drivers of fixed income performance.”
Looking beyond the US, sticky inflation
The US remains a dominant engine of innovation and capital formation, but its equity market has become increasingly concentrated. US stocks now account for roughly 70 per cent of the MSCI All Country World Index’s market capitalisation, leaving global portfolios heavily exposed to a single economy and sector.
AIX Investment Group’s strategy therefore places growing emphasis on selective opportunities outside the US, particularly where structural growth drivers are supported by improving institutional frameworks.
“In 2026, we see particularly compelling opportunities in select emerging markets, parts of the Middle East, Asia, and certain European economies outside the US core,” says Dabbagh. “These regions benefit from favourable demographics, infrastructure investment, fiscal discipline and, in some cases, reduced correlation with US-centric cycles.”
The objective, however, is not to chase short-term performance.
“The goal is not to maximise returns in any single year, but to compound wealth steadily while protecting capital across cycles,” he emphasises.
Meanwhile, inflation has retreated from recent highs, but AIX Investment Group remains cautious about declaring victory. Energy transition costs, supply-chain reconfiguration and geopolitical disruption continue to inject uncertainty into price dynamics.
“While headline inflation has eased, we believe structural inflation volatility will persist due to energy transition costs, supply-chain reconfiguration and geopolitical factors,” says Dabbagh.
As a result, the firm avoids extreme duration or credit positioning, favouring balanced exposure and flexibility.
“We avoid extreme positioning in either direction,” he says. “Ultimately, portfolio resilience in 2026 is about adaptability. Investors must be prepared for inflation to move in both directions, and portfolios should be structured to perform across that wide range of outcomes.”
Impact and the long view
Alongside its investment strategy, AIX Investment Group continues to expand its global profile. In April last year, the group announced its official sponsorship of Formula 1 driver Pierre Gasly for the 2025 season, placing the AIX Investment Group logo on the side panel of Gasly’s helmet throughout the Formula 1 World Championship.
Gasly, currently racing for the BWT Alpine F1 Team, is known for his ability to perform under pressure.
“From his early days in karting to his Grand Prix victory at Monza, Gasly has consistently demonstrated the skill, determination, and ambition that defines a Formula 1 competitor. As a key figure on the grid, his journey continues to inspire fans and set a benchmark for excellence in motorsport,” AIX Investment Group said in a statement.
“This partnership represents a step forward in our motorsport journey, from supporting young talent through our Formula 2 and Formula 3 teams, AIX Racing, to now having a presence in Formula 1,” says Morne Reinecke, director at AIX Investment Group. “It’s a key milestone and a meaningful step toward continued growth.”
Morne Reinecke, director at AIX Investment Group (pictured left) with Formula 1 driver Pierre Gasly (right).
Brand visibility sits alongside AIX Investment Group’s longer-term focus on impact and responsibility through its ‘We Are The Future’ initiative, a structured social responsibility framework integrated with the group’s broader strategy.
“At its core, ‘We Are The Future’ is our commitment to giving back to the community and to key segments of society through a structured, long-term social responsibility agenda,” says Reinecke.
Rather than one-off initiatives, the programme prioritises continuity and measurable outcomes across education, health, youth development and sport.
“We see our social investments as an extension of our core philosophy as an investment group: to build compounding value over time,” he says. “Just as we construct portfolios for resilience and long-term performance, we construct our community initiatives to be sustainable, scalable and aligned with the future we want our clients, partners and their families to inherit.”
Looking beyond 2026, AIX Investment Group plans to deepen its use of data, analytics and AI-enabled tools while maintaining a strong role for human judgement.
“Our philosophy is that technology should augment, not replace, human judgement,” Reinecke notes. “Our edge lies in combining modern AI and quantitative techniques with experienced portfolio managers, strong research capabilities and traditional trading principles.”
As markets adjust to a post-easy-money era, AIX Investment Group’s strategy reflects a simple premise: returns still exist, but they must be earned through selectivity, discipline and resilience — not assumption.
Kaspersky deepens Saudi footprint with university partnership
The collaboration is designed to enhance cybersecurity competencies across the university community by supporting talent development and encouraging knowledge exchange
Kaspersky and Qassim University are partnering to bolster cybersecurity education through joint initiatives. The agreement provides Qassim University with Kaspersky's resources, software, and expertise to enhance academic programs and training. The collaboration aims to develop cybersecurity talent, raise awareness, and align curriculum with industry needs, strengthening professional engagement and contributing to Saudi Arabia's cybersecurity capacity.
Kaspersky has entered into a cooperation agreement with Qassim University to strengthen cybersecurity education and professional training for students and faculty members.
The partnership will focus on the joint development and implementation of educational and scientific initiatives aimed at advancing both foundational and professional cybersecurity education. Under the agreement, Qassim University will have access to Kaspersky’s educational materials, information resources and selected software products for use within its academic programmes and training activities.
The collaboration is designed to enhance cybersecurity competencies across the university community by supporting talent development and encouraging knowledge exchange. This will include specialised programmes, workshops and professional training initiatives aligned with the evolving needs of the cybersecurity job market.
Areas of cooperation include raising cybersecurity awareness among students and staff, supporting talented individuals in the study of technologies and software, developing specialised course materials for integration into academic curricula, and delivering advanced training programmes. The agreement also seeks to strengthen professional engagement among faculty members and industry specialists in the field.
Mohamad Hashem, general manager at Kaspersky in Saudi Arabia and Bahrain, said: “Building strong cybersecurity capabilities begins with education, and through our collaboration with Qassim University, we aim to support the development of practical skills and knowledge that contribute to preparing students and teachers to face the evolving challenges in the field of cybersecurity. This agreement reflects our long-term commitment to knowledge sharing and capacity building in the Kingdom.”
