Microsoft has announced a voluntary exit programme for approximately 60,000 employees, representing more than a quarter of its global workforce, as the US technology giant seeks to manage costs and restructure operations amid significant investments in artificial intelligence (AI).

The programme, announced on Monday, October 26, will allow eligible employees across the United States, Canada, the United Kingdom and India to leave the company with financial compensation and career transition support.

The move comes as Microsoft continues to reorganise its business following several rounds of layoffs, including approximately 4,800 job cuts in July 2026 and more than 15,000 reductions during 2025.

According to Reuters, the latest initiative is part of Microsoft’s efforts to contain operating costs while directing substantial capital towards AI infrastructure and data centres.

However, the company has not announced 60,000 layoffs. The figure represents employees eligible to accept voluntary buyouts, with the actual number of departures yet to be determined.

Microsoft layoffs: Who is eligible for the buyout programme?

The new Voluntary Exit Offer covers employees in selected business divisions, including Windows, Xbox, Copilot, AI-related operations and finance.

Employees at Microsoft’s internal level 70 and below, including certain senior executives, are eligible to participate. However, some departments, including sales, marketing and selected engineering functions, have been excluded.

Amy Coleman, Microsoft’s executive vice president and chief people officer, said the initiative would give employees greater flexibility while allowing business units to adjust their workforce requirements.

“This offer gives eligible employees who may be considering a future outside the company a new choice to make that transition now with support,” Coleman said in an internal communication.

Eligible employees will have until the first week of December to decide whether to accept the offer, with departures expected by December 31.

Compensation packages will generally follow Microsoft’s existing severance arrangements, with payments determined by factors including employee seniority, tenure and applicable local regulations.

The packages also include provisions for continued stock vesting, healthcare benefits for a specified period and career transition assistance.

Microsoft has not disclosed how many employees it expects to accept the offer.

AI investment drives workforce restructuring

The latest initiative comes as Microsoft continues to allocate billions of dollars towards expanding its AI capabilities, cloud infrastructure and data centre capacity.

The company employed approximately 223,000 full-time workers globally as of June 30, 2026, compared with 228,000 a year earlier.

Microsoft has forecast approximately $175bn in capital expenditure during calendar year 2026, reflecting the scale of investment required to support growing demand for AI services.

The spending has increased scrutiny from investors over the returns generated by AI infrastructure and the company’s ability to maintain profitability while funding expansion.

The restructuring also reflects a broader shift across the technology industry, where major companies are reviewing staffing requirements, simplifying operations and redirecting resources towards AI-related growth opportunities.

Microsoft has previously maintained that its eliminated positions are not simply being replaced by AI, although it has acknowledged that the technology is changing how work is performed.

Previous Microsoft layoffs in 2026

The voluntary exit offer follows a series of workforce reductions at Microsoft as the company reshapes its business.

In July, Microsoft announced the elimination of approximately 4,800 positions, equivalent to 2.1 per cent of its global workforce, with reductions concentrated in its commercial and Xbox gaming divisions.

The company also introduced a voluntary retirement programme earlier in 2026, targeting approximately 8,750 eligible US employees. More than 30 per cent accepted the offer.

In its July restructuring announcement, Microsoft said it had redeployed more than 4,000 employees into new positions over the preceding year, reflecting its efforts to reduce involuntary job losses.

The company has indicated that voluntary exit programmes will not necessarily replace layoffs, with further workforce adjustments remaining possible depending on business requirements.

Microsoft is scheduled to report its latest quarterly financial results on Wednesday, October 28, when investors will be watching for updates on AI spending, profitability and the financial implications of its restructuring initiatives.

Entering the Middle East can unlock significant business opportunities, but turning market entry into sustainable growth requires more than a compelling product or an attractive brand. Companies must understand local business cultures, build relationships, navigate different commercial environments and communicate their value effectively across diverse markets.

That challenge sits at the heart of a new partnership between TTE and R2, which aims to combine regional business expertise with international branding, storytelling and digital marketing capabilities. Rather than simply expanding an agency’s service portfolio, the collaboration seeks to support companies throughout their growth journey, from establishing an initial presence to pursuing opportunities across the wider Middle East.

For TTE, the move strengthens an existing business-support proposition with specialist creative expertise. For R2, it offers access to local market intelligence and established regional networks, creating a foundation for growth in a market where cultural understanding and commercial relationships can prove decisive.

The shared ambition is to help businesses do more than become visible: it is to help them build meaningful market positions and translate communication into commercial opportunity.

A changing market creates new opportunities

The decision to expand into branding and digital marketing reflects the changing regional business environment, particularly the growing influence of digital services, artificial intelligence and emerging technologies.

Hassan Al Redha, founder and partner at TTE, said the company’s experience across several business areas, including initiatives launched in Miami, demonstrated opportunities for further growth.

“Over the past few years, we have seen this market become increasingly dynamic, particularly in terms of digital offerings, artificial intelligence, and related technologies,” Al Redha said.

Following discussions about how to respond to these developments, TTE decided to explore additional capabilities for itself, its partners and its clients. Rather than building an entirely new division internally, it opted to work with an established specialist.

The approach is intended to accelerate development while allowing clients to benefit from expertise that would otherwise take considerable time to establish.

“Working with an established expert can help us reduce the time required to develop these capabilities and ensure that we offer a best-in-class solution,” Al Redha said.

He also highlighted the UAE’s business-oriented environment and growing adoption of artificial intelligence, arguing that companies must embrace technological change to remain competitive.

“Whether we like it or not, we have to embrace this development. There is no getting away from it,” he said.

For TTE, the opportunity is to connect these developments with the practical requirements of businesses entering and expanding across the region.

Bringing regional knowledge and global creativity together

The partnership combines TTE’s regional experience, business-support capabilities and understanding of local commercial environments with R2’s expertise in branding, storytelling and digital communication.

Jean-Pierre Labry, partner at TTE, described the arrangement as a two-way exchange in which both companies contribute complementary strengths.

“We bring technical expertise to the table, while we can also contribute our local and regional knowledge of the market and our clients,” Labry said.

He emphasised that international companies frequently underestimate the diversity of the Middle East, assuming that success in one country will translate automatically into another.

In reality, the UAE, Saudi Arabia, Egypt and other regional markets offer different opportunities and operate within distinct cultural and business environments. Companies must understand these differences if they are to establish themselves effectively.

“The region is much broader than the UAE alone, and each market offers different opportunities,” Labry said.

With approximately 30 years of regional experience, TTE has developed an understanding of the challenges businesses encounter when entering new markets. Its services extend beyond communications to include business development, project management, business setup, finance and human resources.

Branding and digital marketing are designed to complement these capabilities, giving clients access to a broader proposition that connects market knowledge with business implementation and communication strategy.

Why storytelling matters to commercial growth

For Richard Rohou, CEO of R2, branding has become increasingly important as competition intensifies and customers face a growing number of choices.

Companies can no longer rely solely on having a strong product or service. They must also communicate what differentiates them, why their offering matters and how it addresses their audiences’ needs.

“Storytelling has become an integral part of business. Relationships are particularly important in this region, and the story a company tells can make a significant difference,” Rohou said.

He explained that communication extends well beyond visual identity to encompass email, mobile communications, websites and AI-powered interactions. These channels must work together within a broader marketing strategy that supports business development.

The distinction is significant because digital visibility does not automatically produce sales, customer acquisition or market share. Marketing activity must be connected to clear business objectives if it is to generate tangible returns.

R2’s approach begins with understanding the client’s business. The agency conducts in-depth workshops with company chief executives and other decision-makers before developing the storytelling, communication strategy and branding.

“We do not wait until every decision has been made before joining the process. We contribute from the beginning, ensuring that the storytelling is authentic and aligned with the company’s objectives,” Rohou said.

By becoming involved early, R2 aims to develop communications rooted in a company’s actual business priorities rather than creating campaigns disconnected from its commercial direction.

From entering one market to expanding across several

The partnership’s wider proposition becomes particularly relevant when companies move beyond their initial regional foothold.

An international business might begin by establishing an office in Dubai before exploring opportunities in Saudi Arabia or Egypt. Each expansion brings new considerations, including local business practices, customer expectations, relationships and communication styles.

TTE’s presence and teams across Dubai, Riyadh and Cairo are intended to help clients navigate these differences while developing a coherent regional strategy.

Rami Khalifa, regional director at TTE, said the company’s multicultural workforce also supports its ability to understand local audiences and build relationships.

“Localization and having a team with direct knowledge of the local market help us understand the culture and build stronger relationships with local companies,” Khalifa said.

Rohou said R2 would be integrated into TTE rather than operating as a completely separate unit. The teams will work together to maintain a consistent global brand identity while adapting messages to the characteristics of individual markets.

That balance is crucial for companies seeking regional scale. A message that works in one country may not resonate in another, even when the product remains unchanged.

“The way you sell in France is not necessarily the way you sell in the Gulf. Likewise, the approach that works in the United States may not work in Saudi Arabia,” Labry said.

By combining local knowledge with international creative expertise, the companies aim to help businesses communicate more effectively without losing sight of their broader brand identity.

A regional track record strengthens the proposition

TTE says it has worked on approximately 2,000 projects across the region, many focused on business development. One example cited by Labry is its work with French company Poma, which secured a contract to supply 48 cabins for the Dubai observation wheel.

According to Labry, Poma had previously worked on ski lifts and similar projects but had been away from the regional market for some time. When it pursued the Dubai contract, it needed local expertise to navigate the tender process.

TTE supported the company in responding to the tender, which it subsequently won. Poma then established a regional presence and expanded into Saudi Arabia.

For TTE, the example demonstrates how local knowledge can help companies move from identifying an opportunity to securing business and developing a longer-term presence.

“Branding and communication are important parts of the process, but our broader understanding of business and the region is what makes our offering particularly powerful,” Labry said.

He added that R2’s specialist expertise strengthens this proposition by bringing creative capabilities into a business-support model that already encompasses market entry and development.

TTE also said R2 had received recognition as one of France’s leading digital agencies in 2024. Rohou highlighted its experience across projects ranging from smaller communications assignments to major brand documentaries.

Measuring success beyond digital visibility

The commercial value of the partnership will ultimately depend on whether it helps clients achieve measurable business outcomes.

TTE and R2 have not disclosed specific investment commitments, revenue targets or the commercial structure of their collaboration. Labry said those details would be addressed by the relevant leadership team at a later stage.

Nevertheless, the companies have made clear that their ambitions extend beyond short-term marketing performance.

The partnership’s stated objectives suggest that relevant measures could include customer acquisition, revenue growth, market expansion and the development of lasting client relationships. However, specific targets and measurement frameworks have not been publicly detailed.

For Rohou, the priority is connecting branding and storytelling with the wider marketing strategy. For Labry, it is helping companies understand markets quickly, access the right expertise and pursue opportunities efficiently.

Neither company views the arrangement as a short-term experiment.

“This is not a partnership designed to last six months or a year before we decide whether it is working. Our objective is to build something sustainable,” Labry said.

The teams have begun coordinating their activities, with introductory sessions covering services, client onboarding, project scopes and delivery processes. Weekly meetings between the French and regional teams, alongside periodic in-person visits, are planned to strengthen collaboration.

Building for the long term

The partnership is taking shape in a region that continues to present both challenges and opportunities across sectors including hospitality, infrastructure, logistics, tourism and artificial intelligence.

Labry argued that businesses should look beyond immediate headlines when assessing the region’s potential, noting that opportunities can continue to emerge even during uncertain periods.

For companies considering expansion, the challenge is to identify those opportunities while understanding the commercial and cultural realities of each market.

TTE and R2 aim to address that challenge by connecting business implementation, regional intelligence and creative communication within a single proposition.

Their success will ultimately depend on execution and the results clients achieve, rather than the strength of their branding alone. But their strategic premise is clear: companies entering the Middle East need more than market access. They need the expertise to understand their audiences, establish meaningful relationships and build a presence that can grow across borders.

For TTE and R2, the ambition is to make that journey more effective and sustainable, helping businesses move beyond market entry towards lasting regional growth.

Only 23 per cent of professionals in the UAE consider generative artificial intelligence (AI) a threat to their long-term job security, according to the newly released Michael Page UAE Salary Guide 2027.

The findings highlight continued confidence among UAE professionals as AI adoption reshapes workplaces, with employees increasingly focused on productivity, career development and new opportunities.

The report also found that 78 per cent of professionals are open to changing roles, highlighting the challenges employers face in attracting and retaining talent.

Meanwhile, 51 per cent of respondents said they would be more likely to consider leaving their employer if required to spend more time working from the office.

UAE hiring trends for 2027

The Michael Page UAE Salary Guide 2027 provides salary benchmarks for more than 500 roles across 18 sectors, alongside insights into recruitment trends, workforce planning and employee expectations.

The report examines salary differences based on experience levels and company size, as well as the skills and positions expected to be in demand in 2027.

Jon Ede, managing director of Michael Page Middle East, said: “2026 has not been without its challenges. Heightened geopolitical tensions and economic uncertainty have tested businesses across many markets. Yet the UAE continues to distinguish itself as one of the most resilient and attractive talent markets globally. We are seeing encouraging levels of hiring activity and a sustained demand for specialist skills. Our 2027 UAE Salary Guide shows that employers are becoming more strategic in how they attract and retain talent, while professionals are placing greater importance on growth, flexibility and long-term career value.”

Salary expectations and employee retention

According to the guide, salary expectations among UAE professionals continue to outpace many organisations’ salary review budgets.

The research also highlights the growing importance of career progression, flexible working arrangements and learning opportunities alongside financial compensation.

Employee retention is another key focus of the report, with organisations facing increasing competition for experienced professionals.

Michael Page said businesses are placing greater emphasis on reviewing compensation packages, investing in professional development and providing flexible working arrangements to retain employees.

The report also identifies recruitment and workforce planning trends that are expected to influence hiring decisions in 2027.

The full Michael Page UAE Salary Guide 2027 is available online.

DIP Holding, a subsidiary of Dubai Investments, has announced a price range of Dhs1.10 to Dhs1.15 per share for its initial public offering (IPO) on the Dubai Financial Market (DFM), valuing the company at between Dhs9.5bn and Dhs10bn.

The offering will comprise 1,735,243,300 existing shares, representing 20 per cent of DIP Holding’s issued share capital, with a total offering size of approximately Dhs1.9bn to Dhs2bn.

All shares will be sold by Dubai Investments, which will receive the proceeds from the offering and retain an 80 per cent stake in DIP Holding following completion, assuming the offering size remains unchanged.

The subscription period opened on Tuesday, October 27, 2026, and will close on November 3 for all four tranches.

The final offer price is expected to be announced on November 4 following the completion of the book-building process, while trading on the DFM is scheduled to begin on or around November 11, subject to market conditions and regulatory approvals.

DIP Holding outlines dividend policy

DIP Holding expects to distribute annualised cash dividends of Dhs700m for 2026, Dhs725m for 2027 and Dhs750m for 2028, in accordance with its dividend policy.

The company intends to make semi-annual dividend payments, subject to board recommendations, shareholder approval and the availability of distributable reserves.

Its first post-IPO dividend of Dhs350m, covering the full second half of 2026, is expected to be paid in April 2027.

The company subsequently expects to distribute Dhs362.5m in October 2027 and a further Dhs362.5m in April 2028, covering the first and second halves of 2027, respectively.

Based on the anticipated annual dividend of Dhs725m for 2027, the IPO price range implies a dividend yield of approximately 7.27 per cent at the upper end and 7.60 per cent at the lower end.

For 2028, DIP Holding expects to distribute Dhs750m in two equal instalments of Dhs375m in October 2028 and April 2029.

From 2029 onwards, the company expects to maintain annualised dividends at or above the 2028 level.

IPO arrangements and advisers

Dubai Investments has reserved the right to amend the offering size or individual tranche allocations before the subscription period closes, subject to applicable regulations and approvals.

Both DIP Holding and Dubai Investments will be subject to a 180-day lock-up period following the company’s admission to trading, subject to customary exceptions.

The selling shareholder has appointed xCube as stabilisation manager, with 173,524,330 shares, representing 10 per cent of the offering, allocated as part of the normal allocation process.

Under the stabilisation arrangements, xCube may undertake market purchases at or below the final offer price during a period of up to 30 calendar days after trading begins, subject to applicable regulations.

The Internal Shariah Supervision Committees of Emirates NBD and Dubai Islamic Bank have issued pronouncements stating that, in their view, the offering complies with Shariah principles.

Citigroup Global Markets Limited, Emirates NBD Capital and HSBC Bank Middle East have been appointed as Joint Global Coordinators.

Abu Dhabi Commercial Bank, Arqaam Capital, Dubai Islamic Bank and EFG Hermes UAE have been appointed as Joint Bookrunners alongside the Joint Global Coordinators.

Al Mal Capital is serving as Financial Advisor, Emirates NBD Capital as Listing Advisor and Emirates NBD Bank as Lead Receiving Bank.

DP World has announced the appointment of Amer Abdulrahim Kazim and Iman Al Qasim as independent non-executive directors to its Board, with immediate effect.

The appointments bring additional expertise in finance, corporate governance, human capital and organisational transformation to the Dubai-based global logistics company’s board.

Amer Abdulrahim Kazim currently serves as group chief audit officer at Emirates NBD Group and has more than 27 years of experience across the banking, aviation, telecommunications and real estate sectors.

He previously served as chief financial officer at Emirates Integrated Telecommunications Company (du) and held senior positions at Emirates Group, Meraas and Dubai Airports.

Kazim also serves on the Audit Committee of Emirates Development Bank and is a member of the UAE Banking Federation Audit Committee.

Iman Al Qasim is executive vice president of Human Capital at Emirates Global Aluminium (EGA), bringing more than 20 years of experience in human capital management and organisational transformation.

She previously held senior leadership positions at Emirates National Oil Company (ENOC), Mubadala Investment Company, Dolphin Energy and General Motors Middle East.

Al Qasim also serves on the board of E7 Group.

Essa Kazim, group executive chairman of DP World, said: “I am pleased to welcome Mr Kazim and Ms Al Qasim to the Board. Their extensive experience and expertise across a range of industries will bring valuable perspectives to DP World as we continue to strengthen our governance and deliver on our long-term strategic objectives.”