US President Donald Trump said he would indefinitely extend the ceasefire with Iran to allow for further peace talks, although it was not clear on Wednesday if Iran or Israel would agree.

Trump said in a statement on social media the US had agreed to a request by Pakistani mediators “to hold our Attack on the Country of Iran until such time as their leaders and representatives can come up with a unified proposal … and discussions are concluded, one way or the other.”

Pakistan’s leaders have hosted peace talks in Islamabad to end a war that has killed thousands of people and shaken the global economy.

But even as he announced what appeared to be a unilateral ceasefire extension, Trump also said he would continue the US Navy’s blockade of Iran’s trade by sea, considered an act of war by Iran.

There was no response early on Wednesday to Trump’s announcement from senior Iranian officials, although some initial reactions from Tehran suggested Trump’s comments were being treated skeptically.

Tasnim News Agency, affiliated with the Islamic Revolutionary Guards Corps, said Iran had not asked for a ceasefire extension and repeated threats to break the US blockade by force. An adviser to Iran’s lead negotiator, the speaker of parliament Mohammad Baqer Qalibaf, said Trump’s announcement carried little weight and may be a ploy.

Trump’s wartime rhetoric has veered between extremes. In an expletive-filled threat against Iran only two weeks ago he promised that a “whole civilization will die tonight”, while at other times has appeared keen to end the violence and market uncertainty.

With his announcement, Trump again pulled back at the last moment from his threats to bomb Iran’s power plants and bridges. United Nations Secretary General António Guterres and others have condemned those threats, noting international humanitarian law forbids attacks targeting civilians and civilian infrastructure.

Next peace talks uncertain

The US and Israel began the war on February 28 with aerial bombardments of Iran. The conflict quickly spread to Gulf states that host US military bases and to Lebanon once the Iran-allied militant group Hezbollah joined the fighting.

Israeli Prime Minister Benjamin Netanyahu has for decades sought to oust Iran’s leadership, but Trump has given shifting and sometimes contradictory rationales for joining Israel to launch the war and how he foresees it ending, stirring confusion in global markets.

More than 3,000 civilians have been killed across the region and hundreds of thousands displaced so far, mostly in Iran and Lebanon, and the war has led to the virtual closure of the Strait of Hormuz, a vital chokepoint in global energy markets between Iran and Oman, sending oil prices soaring and fears that the global economy could enter a recession.

Iran has repeatedly exploited its ability to control the passage of oil tankers and other ships in the strait in response to US and Israeli attacks.

Trump said in his statement he was willing to extend the ceasefire because “the Government of Iran is seriously fractured, not unexpectedly so,” a reference to US-Israeli assassinations of some of the country’s leaders in the war’s first weeks, including the late Supreme Leader Ayatollah Ali Khamenei, who has been succeeded by his son.

A few hours before his announcement, Trump had told the CNBC news channel that he was not inclined to continue the temporary truce and the US military was “raring to go.”

Those comments came as tentatively scheduled peace talks in Islamabad seemed on the verge of falling apart: US.Vice President JD Vance, whose presence has been requested by the Iranians, had planned to return to Pakistan on Tuesday.

Before Trump’s latest announcement, a senior Iranian official told Reuters that Iran’s negotiators had been willing to attend another round of talks if the US abandoned a policy of pressure and threats, and rejected negotiations aimed at surrender.

Iran has condemned the US Navy intercepting and seizing two commercial Iranian ships at sea as part of its blockade, the second earlier on Tuesday, with its foreign ministry accusing the US of “piracy at sea and state terrorism.” The US, joined by multiple other countries, has condemned Iran for impeding freedom of navigation in the Strait of Hormuz.

A first session of talks 10 days ago produced no agreement, with much of the focus on Iran’s stockpiles of highly enriched uranium.

Trump wants to take the uranium out of Iran in order to prevent the country from enriching it further to the point where it could develop a nuclear weapon. Iran says it has only a peaceful civilian nuclear programme and a sovereign right to continue that as a signatory of the nuclear weapons non-proliferation treaty.

As goes the popular quote, ‘The first casualty of war is the truth’.

In today’s hyper-connected world, that reality is no longer confined to battlefields or state propaganda; it plays out in real time across social media feeds, internal messaging platforms, and corporate decision rooms.

As geopolitical tensions escalate, misinformation is emerging as a critical business risk, shaping decisions that directly impact employee safety, operational continuity, and corporate reputation.

According to Michael Tutte, regional security manager, Middle East at International SOS, crises create the ideal conditions for false information to spread rapidly.

“Periods of geopolitical tension create a perfect environment for misinformation to spread due to our human instincts that seek immediate, and simple answers,” he says. “When the world feels unstable… we fear that waiting for all the facts before acting could be fatal.”

This instinctive response lowers the threshold for believing and sharing unverified information, particularly when it is urgent, dramatic, or appears exclusive. At the same time, accurate information struggles to keep pace.

“Verified journalism requires resources like cross-referencing and editorial oversight… which makes the truth inherently slow. In contrast, misinformation can be alarmist… and does not involve any verification effort,” Tutte explains.

From digital rumour to operational risk

The real danger lies not in misinformation itself, but in how it influences behaviour.

“The primary risk arises from the influence this information may have on human behaviour,” Tutte says. “Acting upon misinformation could lead to unsafe decision-making that is driven by panic.”

For organisations, this can translate into premature shutdowns, unnecessary evacuations, or missed responses to genuine threats.

“During an escalation… crisis management teams need to make decisions based on limited information,” he notes. “If such decisions are based on misinformation, organisations may face severe financial or even reputational consequences.”

In extreme cases, failure to act on accurate information—due to reliance on misleading narratives—can expose companies to legal risks and endanger employees.

The rise of social media as a primary information source has further complicated the landscape.

“Another key corporate risk of misinformation is the infiltration of corporate networks,” Tutte says, highlighting how unverified information can quickly spread internally if not addressed.

Without clear guidance, employees may act independently, leading to fragmented responses and loss of organisational control. Recognising misinformation is therefore critical. Tutte points to emotionally charged messaging as a key warning sign.

“Messages that are designed to trigger a panic response… are big red flags,” he says, noting that urgency-driven language is often used to bypass critical thinking.

Equally, information that cannot be independently verified should be treated with caution. “Big events… that can’t be verified by other sources… but are only being reported by one random social media account… is almost certainly fabricated information,” he adds.

To mitigate these risks, organisations are increasingly formalising how information is validated and shared. “A key framework is the establishment of a single, trusted information funnel,” Tutte explains. This involves defining authorised sources and assigning responsibility for verification.

Crucially, decisions must be anchored in measurable, verifiable triggers rather than assumptions. “Actions should be based on verified and quantifiable triggers, not on assumptions or emotions,” he says.

For example, instead of reacting to social media claims about airport closures, organisations should rely on official aviation notices or confirmed airline actions before making operational decisions.

Communication as a stabiliser

In uncertain environments, internal communication becomes a critical line of defence.

“Going silent creates a vacuum that can be filled with rumours,” Tutte warns. Regular updates—even when there is no change—help maintain trust and prevent misinformation from spreading.

“Organisations must communicate this… ‘No change in posture, monitoring continues’,” he says.

Transparency is equally important. Sharing what is known, what is unverified, and what is under investigation builds credibility and keeps employees aligned.

An effective strategy, Tutte adds, should focus on clarity and action. “If the communication focuses on what has changed, what remains static and what actions are required… it avoids information vacuums.”

While organisations are increasingly adopting AI and intelligence tools to monitor information flows, Tutte stresses that technology is only part of the solution.

“There is a wide range of Open-Source Intelligence tools and mass notification platforms… however, the effectiveness of these tools… depends on how they are used,” he says.

AI can help detect misinformation patterns and synthetic content, but human oversight remains essential. “Technology can support, but it cannot replace the operational process for information filtering and mass communication,” he adds. “They cannot act as an autopilot.”

As misinformation grows more sophisticated, organisations are being forced to rethink its role within broader risk frameworks.

“The first step is to recognise that misinformation can be a vulnerability to operations rather than just a communication issue,” Tutte says.

This shift requires structured processes, leadership training, and a disciplined approach to evaluating information sources and impact.

Ultimately, the goal is not to control information—but to manage its consequences.

“Managing information is not about controlling the news but about protecting employees in case there is a threat,” Tutte says.

A new 40+ storey twin-tower residential project overlooking Dubai’s Umm Suqeim Street is being handed over six months ahead of schedule, setting a potential benchmark in the emirate’s fast-moving property market.

HRE Development has commenced handovers at its flagship Skyhills Residences 1 in Dubai Science Park, marking both an early delivery milestone and the company’s first residential project as a developer.

The announcement was made at an event on Monday under the patronage and in the presence of HH Sheikh Hasher bin Maktoum bin Juma Al Maktoum.

The early delivery is notable given HRE’s evolution. Originally established as a construction company, the firm has spent more than two decades delivering over 200 projects across the UAE, providing homes for more than 12,000 families. It transitioned into real estate development several years ago, leveraging its in-house construction arm to maintain tighter control over quality, timelines and execution.

That vertically integrated model appears to be delivering results. Skyhills Residences 1, a twin-tower scheme rising above 40 storeys, has been completed ahead of schedule.

Mohamed Adib Hijazi, chairman of HRE Development, said the milestone reflects a broader ambition.

“This milestone is not only about delivering ahead of schedule, it reflects the standard we are building as a company,” he said.

“At HRE, every decision — from planning to material selection to execution — is made with long-term performance in mind.”

Located in Dubai Science Park, the development sits directly on Umm Suqeim Street, with connectivity to Al Khail Road and Sheikh Mohammed Bin Zayed Road, placing it within one of Dubai’s more accessible and evolving residential corridors.

Its proximity to Dubai Hills and planned metro links is expected to support long-term value, while the project is being delivered fully furnished.

The completion comes as HRE Development builds out its development pipeline, with future projects including Sakura Gardens in Falcon City, Dubailand.

In the battle for viewers, Paramount Skydance is targeting the smallest of screens – mobile phones.

A version of the Paramount+ app, now available to Apple iPhone users, highlights short videos that users can quickly scroll through, including sports highlights, CBS News segments, UFC clips and trailers for movies and shows, according to two people with knowledge of the initiative.

Paramount hopes users will develop the habit of opening the app several times a day – as they already do with TikTok or Instagram. That increased engagement could justify new features such as real-time statistics during “UFC Fight Night” matches and UFC Numbered Events, or interactive elements, the sources said.

A Paramount spokesperson declined to comment.

Paramount still has significant ground to cover. In the first quarter of this year, it accounted for 2 per cent of global streaming on apps, the last of the pack behind market leader Netflix and rivals including HBO Max and Peacock, according to Sensor Tower data. Combining HBO Max and Paramount+, following the planned acquisition of Warner Bros Discovery, would make it the fourth-largest streaming app.

Google’s YouTube dwarfs Paramount+ in user numbers, with 59 times as many users, according to mobile app measurement firm Apptopia.

Industry executives say Paramount may seek to attract new users by working with digital influencers or introducing micro dramas – minute-long clips that together form a feature-length story.

Rival streaming services have also borrowed features from social media to expand their offerings.

Netflix is investing in video podcasts, including new shows from “Saturday Night Live” alum Pete Davidson, NFL Hall of Famer Michael Irvin and former NBC News anchor Brian Williams. Amazon Prime Video has struck a deal with YouTube personality MrBeast – the pseudonym of Jimmy Donaldson – for a reality competition series “Beast Games.”

“Everybody chases everybody,” said one Hollywood talent agent.

Another agent said Paramount has highlighted the studio’s relationship with TikTok, suggesting the potential for future collaboration. Both Paramount and TikTok U.S. share a common backer in Oracle billionaire co-founder Larry Ellison.

TikTok and Paramount say there is no agreement in place.

The work on the Paramount+ app is part of a broader overhaul of its streaming services, Paramount+ and Pluto TV, which the company outlined last week in presentations to advertisers.

Yango Group’s ride-hailing arm, Yango Ride, has launched an official integration within ChatGPT, allowing users to plan routes and estimate fares directly inside a conversational interface.

The rollout spans more than 25 countries across the Middle East, South Asia, Africa and Latin America, marking a significant step in the convergence of artificial intelligence (AI) and mobility services.

Through the integration, users can access real-time fare estimates, compare alternative routes, check estimated time of arrival (ETA), and identify optimal pickup points — all within a single conversation. Once a route is selected, users are redirected to the Yango app or web platform to complete bookings securely.

The feature is available via the ChatGPT web interface and mobile applications on both Android and iOS, powered by live traffic data and dynamic routing technology.

Aligning with changing mobility trends

The launch comes as ride-hailing demand continues to grow in the UAE. According to Roads and Transport Authority (RTA), shared mobility services, including on-demand ride-hailing, increased their share of total transport usage from 7.5 per cent to 9 per cent between 2024 and 2025.

At the same time, user behaviour is shifting toward conversational interfaces for everyday tasks, from travel planning to service bookings. By embedding ride-hailing into ChatGPT, Yango Ride is targeting a more seamless, app-light user experience.

The integration is designed to streamline the customer journey, particularly for frequent travellers, tourists and business users, by eliminating the need to switch between multiple apps.

Users can plan journeys, compare travel options and access pricing transparency in real time, with no hidden fees, before moving to the final booking stage.

Yango Group indicated that the ChatGPT integration is part of a broader strategy to expand AI-driven services. Future updates are expected to incorporate additional offerings, including delivery, public transport integration and food services within the same conversational interface.

The move reflects a wider industry trend where mobility platforms are increasingly embedding services into digital ecosystems to enhance accessibility, improve user engagement and capture a larger share of daily consumer interactions.