Under the directives of Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister, Minister of Defence, and Chairman of The Executive Council of Dubai, more than 200 educators across the emirate have been granted the prestigious UAE Golden Visa.

The move is part of a broader strategy to attract top global teaching talent and strengthen Dubai’s position as a world-class education hub.

Read more-UAE Golden Visa now more accessible to Indian applicants

The initiative, first announced by Sheikh Hamdan on World Teachers’ Day last year, recognises the significant role educators play in shaping Dubai’s future. It is closely aligned with the city’s long-term Education 33 (E33) Strategy, a WAM report said.

“Teachers and educators are the ones who light the way forward,” said Sheikh Hamdan. “They inspire, guide, and give our children the skills and confidence to succeed. On World Teachers’ Day, we recognise their dedication and affirm that supporting them is the best investment we can make in the future of Dubai.”

He emphasised that the decision to award Golden Visas reflects Dubai’s deep appreciation for educators’ knowledge, integrity, and service. “Our schools will always be places where the future is nurtured and where the next generation can thrive,” he added.

A competitive selection process

In the first round of the Golden Visa program, 435 applications were submitted. After a comprehensive evaluation, 223 educators, accounting for 51 per cent of applicants, were selected for the 10-year residency. The selection process was based on clear professional criteria, including qualifications, achievements, contributions to the education sector, and feedback from students, parents, and the wider community.

Of the successful applicants:

• 157 recipients were from schools

• 60 from universities

• 6 from early childhood centres

The roles represented a wide spectrum, from senior leadership to social workers and librarians.

To ensure fairness, evaluators intentionally excluded demographic factors such as nationality, gender, or years of experience. Special credit was given to those who had received national or international awards, published research in recognised journals, or made exceptional contributions within their institutions or communities.

A key pillar of the E33 strategy

The Golden Visa initiative forms a core component of Dubai’s E33 education strategy, which aims to position the city as a global magnet for top-tier educators.

“Teachers are at the heart of every successful education system,” said Aisha Miran, Director-General of the Knowledge and Human Development Authority (KHDA). “The Golden Visa initiative is part of our ongoing efforts to celebrate and elevate the teaching profession. These results reflect the incredible talent, passion, and commitment of Dubai’s educators, individuals who are making a real difference in students’ lives and contributing to the future of our city.”

She also noted that Dubai is committed to making teaching a more attractive and rewarding career path for the next generation of professionals.

Following the success of the first round, applications for the second phase of the Golden Visa initiative are now open. Educators working in private early childhood centres, schools, and international higher education institutions in Dubai are eligible to apply between October 15 and December 15, 2025.

The city’s leadership sees this as more than just a reward, it’s a long-term investment in human capital and educational excellence.

The UAE has become the region’s preeminent proving ground for artificial intelligence (AI). An Emirates NBD report predicts AI will contribute more than $96bn to the UAE’s GDP by 2031.

A large part of the growth is expected to be attributed to AI agents. Agents are different from other forms of AI in that they perform independently and make plans on their own. Their agility, powered by probabilistic reasoning, allows them to adapt while operating. While endowing agents with powerful capabilities, these differences make agentic AI more unpredictable than its predecessors, with the same inputs yielding different outputs between runs. But agents have real-world dirham investments behind them, so how do adopters calculate ROI, or indeed assess in any meaningful way a technology that is so non-deterministic?

An AI agent has the potential to not only fail in the performance of its assigned task but to take unnecessary actions, leak sensitive data, and a range of other undesirable slip-ups. Meaningful evaluation of agents must go beyond traditional pass/fail results and incorporate all possible points of error. The goal is to rate performance on a quality scale that encompasses reasoning, adaptation, and value delivery. To avoid distasteful user experiences, non-compliance, latency, and budget waste – all risks that are run by a business that does not evaluate individual agents – I recommend five metric categories for the assessment of AI agents.

01 Task outcomes

The success and quality of output of core tasks is as important a metric for agentic AI as it was for its predecessors. Evaluators must look for accuracy and reliability. Measure task completion rates of major workflows. Allow domain specialists to catalog the accuracy, precision, and compliance of outputs. Take note of the frequency of errors, retries, and escalations. Adopt industry-standard benchmarks and incorporate human reviews to uncover problems with business-critical tasks. All measurements must be continuous to give opportunities for improvement over time.

02 Business value

User satisfaction and other tangible business gains must be goals for AI as they are for any other business asset. Agents may be accurate; they may be precise to 20 decimal places. But if they do not add value for end users, then formal evaluations must reflect that. Calculate time saved per workflow and compare it with an established baseline. Look at adoption and repeat usage rates and use Net Promoter Score (NPS) or satisfaction surveys tailored to interactions with AI agents. A/B testing can be used between agentic and traditional workflows. Follow the user journey and encourage feedback to discover pain points.

03 Effectiveness

Assess the quality of reasoning of agents. Trace how they autonomously build workflows in real time. Do they make use of the right tools? Do they perform tasks in the optimal number of steps, and in the optimal order? By monitoring efficiency with this level of granularity, organisations also make systems more transparent. Additionally, assessors should note the frequency with which chains of reasoning are abandoned, so they must ensure they can trace these chains and visualise “agent trails”.

04 Governance

Trust is critical in an AI journey. Oversight ensures compliance; transparency, auditability, and safeguards enable oversight. Evaluation of an AI agent must include confirmation of its safe and ethical operation, as well as verification of its compliance and auditability. Instances of policy violation, bias, or undesirable outputs should be recorded. Organisations must also find ways of assessing the auditability of decision-making and tool usage, as well as the effectiveness of safeguards. Red-teaming, guardrails and moderation systems can help, but it is also important to run regular automated safety tests and keep comprehensive audit logs.

05 Live performance

Operational performance at scale must be evaluated if a full picture of the agent is to be seen. Agentic AI is powerful on paper, but does each agent fulfil enterprise-grade workload requirements? Measure latency, uptime rates, error frequencies, costs per interaction, and model drift. Always-on dashboards must be available and should flag anomalies as they emerge. Stress testing during peak usage is also crucial. Track costs at the user, team, and workflow levels to ensure they do not spiral out of control.

Not-so-secret agents

These metric categories form a framework for building trust — and hence, acceptance — of agentic AI over time. Throughout the course of the AI journey, agents will improve autonomously under the right conditions – careful monitoring across cycles of deployment coupled with expert-guided refinement. This approach is important because it helps ensure that metrics are aligned with business needs rather than arbitrarily defined AI benchmarks. IT, line-of-business, and compliance teams must collaborate on evaluation. Without subject-matter experts, the evaluation of agentic AI will be insufficient to identify all business risks and relevant success criteria.

Agents must be safe and useful. As the growth of the field unfolds across the UAE, we will see more enterprises experiment with AI agents. Successes will accrue to those that introduce the right evaluation practices early. Those enterprises will enjoy confidence in more than just the accuracy and precision of their agents. They will know that they are reliable, safe, scalable, and transparent.

The writer is the regional VP and GM for the Middle East, Turkey & Africa (META) region at Dataiku.

In Dubai’s competitive luxury hospitality market, reinvention is not just a strategy — it is survival. Few properties embody this better than Kempinski Hotel Mall of the Emirates, a flagship luxury destination that has consistently evolved over the past decade under the stewardship of general manager Slim Zaiane.

With more than 27 years of international hospitality experience across Geneva, London, and Dubai, Zaiane has guided the property through multiple phases of renovation, innovation, and repositioning — ensuring that it remains not only relevant, but a market leader in one of the world’s most dynamic tourism hubs.

“True leadership in hospitality is about balance – balancing operational excellence with human connection, business growth with guest satisfaction, and innovation with tradition,” Zaiane says. “Having experienced such diverse markets, I’ve learned that while expectations vary, the fundamentals of luxury remain the same: genuine care, attention to detail, and creating experiences that stay with guests long after they leave.”

Driving transformation through renovations

Over the last ten years, Kempinski Hotel Mall of the Emirates has undergone a series of strategic renovations designed to elevate its positioning as both a luxury city hotel and a lifestyle destination. In 2025, the spotlight has been on two major projects: the transformation of the outdoor pool area into a leisure destination, and the launch of Vera Versilia, the hotel’s new Italian seafood fine-dining venue.

“The enhancements highlights for this year, in 2025, was renovation and transforming our outdoor pool into a true leisure destination,” Zaiane explains. “In addition to the pool renovation, we fully revamped the hotel’s main F&B outlet by introducing brand-new concept to deliver an elevated fine-dining experience for our guests and Dubai residents alike.”

Helmed by executive chef Marco Garfagnini, Vera Versilia draws inspiration from Italy’s Tuscan coastline, offering a curated menu that introduces Dubai diners to a lesser-known culinary region. “Our goal was to bring to life a fresh concept encompassing both a culinary journey and a leisure destination, involving meticulous work from the entire team,” Zaiane says.

Looking ahead, the property is preparing to launch the Gray Wellness Club in October 2025, an innovative wellness destination blending fitness, longevity, and relaxation. “These upgrades have reinforced our positioning as both a luxury city hotel and a vibrant lifestyle space. I am proud to say the property is consistently recognized among Dubai’s most distinctive hospitality experiences,” he adds.

Luxury with purpose: CSR at the heart

For Zaiane, luxury hospitality is inseparable from social responsibility. Kempinski Hotel Mall of the Emirates has made CSR a cornerstone of its identity, leading initiatives that blend community impact with guest engagement.

Two examples stand out: the hotel’s annual Stollen Charity Cake Sale and the Pink Afternoon Tea at Aspen Café. “Our annual Stollen Charity Cake Sale, now in its 19th year, raised over AED 105,000 in 2024 in support of cancer patients through Emirates Red Crescent,” Zaiane shares. “This tradition brings together our team, local schools, and community partners in a true celebration of giving back.”

Similarly, the Pink Afternoon Tea in partnership with Al Jalila Foundation has become a signature October event, raising awareness for breast cancer while directly supporting patients.

The hotel also partners with local schools such as Jumeirah College, participating in its Enterprise Week to nurture creativity and leadership among students. “For us, these initiatives are not simply about fundraising,” Zaiane says. “They’re about using our platform as a flagship hotel to foster awareness, inclusivity, and social responsibility.”

Read: Kempinski’s Barbara Muckermann on inclusion, expansion and human connections

Dubai’s global positioning

Having worked in Geneva, London, and now Dubai, Zaiane has witnessed first-hand the city’s remarkable ascent to global tourism hub status. “Dubai’s evolution over the past two decades has been nothing short of remarkable, and it’s a privilege to have witnessed and contributed to that journey,” he reflects.

“What sets Dubai apart is its ability to constantly reinvent itself. Few markets globally can match the pace at which Dubai introduces new attractions, hospitality concepts, and cultural initiatives, ensuring there is always something fresh to discover. That agility, coupled with its uniquely cosmopolitan character, is what makes the city stand out on the world stage.”

Equally, Dubai’s ability to balance modernity with diversity creates a unique hospitality environment. Guests can access Michelin-starred dining, world-class retail, cutting-edge entertainment, and luxury hotels — all within a single city. “That ability to offer so many layers of experience is what makes Dubai truly distinctive,” Zaiane says.

Redefining luxury: four key shifts

Asked what trends will shape the future of luxury hospitality in Dubai, Zaiane identifies four clear shifts:

1. Personalisation – “Today’s guests appreciate when we anticipate their needs, whether through technology-enabled insights or intuitive service.”

2. Wellness – “People are increasingly seeking hotels that care for mind, body, and soul, which is why we are investing heavily in this space with the launch of the Gray Wellness Club.”

3. Memorable experiences – “Guests want more than just a room or a meal, they seek moments they will remember. Our VOX Private Cinema exemplifies this, offering a private, luxurious cinema experience with gourmet dining and personalised butler service.”

4. Sustainability – “Luxury today goes hand-in-hand with responsibility, and achieving Green Globe and LEED Platinum certifications was a milestone for us, but we see it as only the beginning.”

These shifts, he says, are redefining what guests expect from a luxury stay, and the Kempinski Hotel Mall of the Emirates is strategically positioned to deliver on all fronts.

The hotel’s direct connection to Mall of the Emirates provides a unique differentiator in Dubai’s crowded hospitality market. “Our location is truly distinctive, connected directly to one of the world’s leading retail and lifestyle destinations yet maintaining the privacy and exclusivity of a five-star hotel,” Zaiane says.

This synergy has driven innovative offerings such as complimentary hands-free shopping and Digital Concierge services, enabling guests to order from mall retailers with purchases delivered directly to their rooms. “This reflects our commitment to curating effortless, elevated experiences,” Zaiane explains, “blending the excitement of a world-class mall with the intuitive service and sophistication of Kempinski.”

Zaiane attributes much of the hotel’s success to its people. “You cannot deliver world-class service without a motivated, empowered, and passionate team,” he says. At Kempinski Hotel Mall of the Emirates, strong emphasis is placed on training, talent development, and recognition. “Our colleagues need to feel valued. When they do, that warmth translates directly to the guest experience.”

He also encourages creativity among staff. “Luxury is about going beyond the expected. Whether it’s a personalised detail for a returning guest or an innovative new F&B activation, I want colleagues to feel they have the freedom to surprise and delight.”

Strategic roadmap ahead

Looking forward, Zaiane’s priorities focus on wellness, culinary expansion, digital transformation, and sustainability. The Gray Wellness Club is set to become a benchmark for luxury wellbeing in the region, while dining innovations such as Vera Versilia and Vera by the Pool strengthen the hotel’s position as a gastronomic destination.

Digital tools will play a growing role in personalisation and operational efficiency, though Zaiane emphasizes that technology must complement, not replace, service. Sustainability will remain a long-term commitment, building on certifications already achieved.

Ultimately, people remain the centrepiece. “No strategy succeeds without the passion of the team behind it,” Zaiane stresses. “In a city as dynamic as Dubai, standing still is not an option, and we are committed to always evolving for our guests.”

From renovations that redefine guest experiences, to CSR initiatives that strengthen community ties, to innovations that anticipate the future of luxury, Kempinski Hotel Mall of the Emirates continues to set benchmarks in Dubai’s hospitality sector.

Zaiane’s leadership philosophy — rooted in balance, human connection, and empowerment — reflects the evolution of Dubai itself: bold, innovative, and deeply people-focused.

In a bid to streamline pilgrim accommodations ahead of the upcoming Hajj season, the Ministry of Hajj and Umrah has announced that licenses for facilities in Makkah and Madinah will now be issued through a temporary hostel licensing service. This initiative has been developed in partnership with the Ministry of Tourism and the Ministry of Municipalities and Housing.

Read more-Umrah 2025: New digital platform launched for visas

All applicants must register via the Nusuk Masar platform to qualify for leasing accommodations to pilgrims. Licenses must be obtained through the Ministry of Tourism’s electronic system before the end of the contracting period on 13th Sha’ban 1447 AH. Hotels already operating with year-round licenses from the Ministry of Tourism are exempt, according to a report by the Saudi Press Agency.

The seasonal licensing mechanism is designed to elevate service quality, link accommodations to the Nusuk platform for coordinated bookings, and expand hospitality capacity during the peak Hajj period. It also ensures a safer and more organized pilgrim experience via the centralized licensing system available here.

Umrah duration averages just under two hours

Meanwhile, new data released by the General Authority for the Care of the Affairs of the Grand Mosque and the Prophet’s Mosque highlights increasing efficiency in pilgrimage movements. During Rabi’ Al Awwal 1447 AH, the average duration to complete Umrah reached 115 minutes.

The report also noted that 87 per cent of pilgrims performed Tawaf in the Mataf area, with the average Tawaf taking 46 minutes and Sa’i requiring 47 minutes. Pilgrims took 12 minutes to reach Mataf from the courtyards and 10 minutes to move to Al Mas’a.

The authority reaffirmed its commitment to enhancing pilgrim mobility and ensuring rituals are performed with ease and comfort.