Silver jumped past the $65-per-ounce mark for the first time on Wednesday, while gold edged higher after US jobs data showed a softening labour market, rekindling expectations of further rate cuts next year and boosting demand for precious metals.

Spot silver was up 3.2 per cent at $65.80 an ounce after rising to an all-time high of $65.99 earlier in the session. Spot gold prices rose 0.5 per cent to $4,322.93 an ounce by 0407 GMT.

US gold futures gained 0.5 per cent to $4,352.60.

Read more-Gold climbs 64% this year: What the US jobs report means next

“There is a major short squeeze (so speculative trade) happening in silver… and we are not seeing the supply side responding the way it should have after the US added silver to the critical minerals list,” said Kunal Shah, head of research, Nirmal Bang Commodities.

“Every country planning to enter the data center-AI space will need more of silver,” Shah said, noting that current trends could push silver towards $70.00 in the near term.

The rally followed US data showing the unemployment rate rose to 4.6 per cent in November, above a Reuters poll forecast of 4.4 per cent.

The unemployment data has definitely helped precious metals and weakened the dollar, prompting investors to look for other asset classes offering higher returns as a hedge against risk, GoldSilver Central MD Brian Lan said.

Investors now await the US Consumer Price Index data on Thursday and the Personal Consumption Expenditures index, the Federal Reserve’s preferred inflation gauge, on Friday.

Last week, the Fed delivered its third and final quarter-point rate cut for the year, while Chair Jerome Powell’s accompanying comments were perceived as less hawkish than expected.

Traders still expect two cuts of 25 basis points each in 2026.

Non-yielding assets like bullion typically perform well in low-interest-rate environments.

Dubai’s Roads and Transport Authority (RTA) has launched a pilot operation to clean traffic signals across the emirate using drone technology, marking another step in the authority’s drive to integrate advanced technologies into its operational processes.

The initiative reflects RTA’s commitment to adopting smart, future-focused solutions aimed at enhancing service quality, optimising resource efficiency, and achieving the highest levels of traffic safety for all road users. By leveraging drone technology, RTA is reshaping traditional maintenance practices while aligning its operations with broader sustainability and innovation objectives.

According to a Dubai Media Office report, the use of drones significantly enhances safety standards by eliminating the need for manlifts during cleaning operations. This shift reduces potential risks to workers and road users alike, while also minimising disruptions typically associated with heavy maintenance equipment.

Read more-From 15-minute drops to urban air mobility: Drone deliveries go mainstream in the UAE

The pilot operation also delivers measurable operational and environmental benefits. By limiting reliance on fuel-intensive machinery, the initiative helps reduce operational costs, lower fuel and water consumption, and cut emissions generated by conventional equipment. These efficiencies support RTA’s sustainability goals while reinforcing its focus on responsible infrastructure management.

Measurable operational gains

Abdulla Ali Lootah, director of Roads and Facilities Maintenance at the Traffic and Roads Agency, RTA, said the authority continues to adopt innovative technologies to enhance maintenance activities, sustain operational efficiency, and ensure consistent performance across Dubai’s road network and related facilities.

Lootah noted that the pilot included a comparative assessment between drone-based cleaning and traditional methods. The evaluation focused on time efficiency, cost effectiveness, quality of execution, and compliance with safety requirements, providing a comprehensive benchmark for future deployment.

The first phase of the pilot involved a series of trials at the Marrakech Street–Rebat Street junction, where a limited traffic closure was implemented to ensure the highest safety standards during testing. Preliminary results showed a reduction in operational time ranging from 25 per cent to 50 per cent, with a drone able to clean a single side of a traffic signal in just three to four minutes.

The trials also indicated an estimated reduction in operational costs of up to 15 per cent compared with traditional methods. Projections suggest this figure could increase to 25 per cent as more advanced drone technologies are introduced.

Lootah emphasised that the pilot will continue, with upcoming phases assessing cleaning methodologies to ensure maximum safety and zero impact on traffic flow, further strengthening Dubai’s road infrastructure performance.

As global travel accelerates in step with economic recovery and growing geopolitical complexity, the conversation around risk is evolving rapidly. In 2026, corporate travel risk management will no longer be viewed as a peripheral function. It will become a defining element of organisational resilience, operational continuity, and reputational stewardship.

This transition is neither abstract nor theoretical. It is already unfolding in tangible ways that are impacting companies, travellers, and operations around the world. In recent days, southern Thailand has faced the most severe flooding in its recorded history. At least 33 lives have been lost. The business hub of Hat Yai, located near the Malaysian border, received more than 335 millimetres of rain in a single day, the highest rainfall in over 300 years. The government deployed naval vessels and helicopters to respond across ten affected provinces. These events are tragic, but they are also a reflection of what now constitutes normal operating conditions for companies with international footprints.

In the Middle East and North Africa region, the outlook for corporate travel is striking. In 2025, travel is projected to grow by 6.1 per cent, with the market forecast to reach over $270bn by 2030. Saudi Arabia remains the most visited destination, with Q3 2025 showing a noticeable rise in business travel despite broader volatility. This momentum reflects regional connectivity, infrastructure investment, and rising commercial opportunities. It also brings a sharpened sense of urgency around preparedness and risk mitigation.

For too long, travel risk management has been seen through a narrow lens. It has been treated as an operational necessity, often managed through booking policies and insurance coverage. That limited view is no longer sustainable. The risk landscape has grown more complex, with disruptions stemming from environmental events, political instability, cybersecurity incidents, misinformation, and more. The traditional model of reacting to crises after they occur is not only outdated, it is dangerous.

Travel resilience

The organisations that succeed in this new landscape will be those that embed travel resilience into their strategy. This means elevating travel risk from a back-office concern to a leadership priority. It means developing comprehensive duty-of-care policies that anticipate rather than react. Most importantly, it means investing in people, ensuring that employees are trained, informed, and empowered to navigate uncertainty with clarity and confidence.

Effective training goes well beyond compliance. It involves equipping individuals with the skills to interpret unfamiliar environments, respond to rapidly evolving threats, and make critical decisions under pressure. Training should cover not only personal safety or hostile environment awareness, but also situational judgement, cultural sensitivity, and effective communication during disruption. These capabilities are essential, not optional, for today’s mobile workforce.

In parallel, organisations must consider how information is gathered and delivered. The issue is no longer access. It is credibility as misinformation spreads quickly. Outdated or politically skewed travel guidance can easily mislead decision-makers and travellers alike. Curated, intelligence-led risk advisory services are essential to help filter the noise and provide accurate, timely insights that support better decisions. These insights are particularly vital in fast-moving scenarios where delays in understanding the threat can escalate operational and reputational risk.

Resilience is also about connectivity. When disruptions occur, travellers should never be isolated. Companies must build communication frameworks that link employees on the ground with decision-makers and support teams in real time. These systems should be tested, embedded, and understood long before they are needed. Crisis response must not be improvised.

In 2026, we are entering a phase where the organisations that thrive will not necessarily be those with the most complex systems or the largest budgets. They will be those who approach risk with discipline, invest in the competence of their people, and prepare proactively for an increasingly unpredictable global environment.

Corporate travel

Corporate travel is no longer a routine activity. It is a potential point of vulnerability, but also an opportunity to lead with foresight and responsibility. Risk is not disappearing; on the contrary, it is multiplying. The question is whether organisations will treat it as a cost to be contained or a capability to be strengthened.

In 2026, travel risk management will be a defining test of an organisation’s maturity. It will reveal whether companies are truly prepared to safeguard their people, protect their operations, and sustain trust in a world where certainty is no longer guaranteed.

The organisations best equipped to navigate the year ahead will not be defined solely by their ability to respond effectively under pressure, but by the foresight and preparation they invest long before disruption occurs.

The writer is the CEO at Neptune P2P Group.

From discreet dealmaking spaces to ESG-driven operations and bleisure-friendly suites, Four Seasons Abu Dhabi is redefining how global leaders work, connect, and experience the capital, says GM Bob Suri

Four Seasons Abu Dhabi sits at the heart of Al Maryah Island, adjacent to Abu Dhabi Global Market (ADGM) and the city’s major financial institutions. How do you see the hotel’s role within this ecosystem of banks, sovereign funds, fintechs, and global investors?

At Four Seasons Abu Dhabi, our strategic location on Al Maryah Island positions us at the very heart of the city’s financial ecosystem, adjacent to ADGM and key institutions. This allows us to play an active role in supporting the business community, whether through hosting high-level meetings, networking sessions, or providing spaces where important discussions can take place. For example, our restaurants, such as Butcher & Still and Cafe Milano, as well as the Al Meylas Lounge, have become well-recognised hubs for business gatherings. Each year, we strengthen this role through partnerships such as Abu Dhabi Finance Week, and this December, we are proud to cater during the event, further embedding ourselves as a preferred destination for executives and investors. The combination of location, bespoke service, and thoughtfully designed spaces enables Four Seasons Hotel Abu Dhabi to be both a business facilitator and a hospitality destination, offering an experience that seamlessly blends work and lifestyle.

Read more-Abu Dhabi launches FIDA cluster to drive next-generation finance push

You’ve spent more than three decades in international hospitality, including senior roles in Dubai and Baku before moving to Abu Dhabi. How does your global experience shape the way you support the financial community here on Al Maryah Island?

With over three decades in international hospitality, spanning roles in three continents, I have gained a deep understanding of how business leaders operate and what they value when traveling for work. Each market has its own nuances. Dubai taught me the importance of seamless luxury service in a fast-paced financial hub, while Baku reinforced the value of building strong relationships through hospitality and attention to detail. Applying these lessons in Abu Dhabi allows Four Seasons to anticipate and tailor experiences for the unique needs of the financial community on Al Maryah Island. Our guests are highly discerning finance professionals who seek privacy, efficiency, and spaces that facilitate meaningful discussions. For example, our private dining rooms in Butcher & Still and Cafe Milano are frequently booked by business delegations and executives, providing an ideal environment for focused meetings, deal-making, or networking dinners. Being strategically located adjacent to ADGM, we can attract key executives, delegations, and global investors, and our team works proactively to ensure these guests experience bespoke offerings aligned with Abu Dhabi’s evolving financial ecosystem.

ADGM has seen rapid growth in active companies and assets under management. From your vantage point at the hotel, what shifts are you seeing in the profile and expectations of business and finance guests?

ADGM continues its rapid expansion. What stands out is how executives are increasingly blending longer stays with meaningful in-person engagement; a shift that aligns with broader 2025 travel trends, where business travellers are opting for fewer, but more extended, trips. These longer stays offer the opportunity to build deeper relationships, conduct thorough deal-making, and also take in the local culture. At Four Seasons Abu Dhabi, this manifests in very tangible ways: we see a significant rise in bookings for our private dining rooms and executive suites, as finance delegations increasingly value the combination of discretion, sophistication, and convenience. Meanwhile, the modern business traveller also expects smart, connected spaces; from high-speed seamless connectivity to secure meeting facilities, which is something we deliver very intentionally.

High-level dealmaking increasingly requires spaces that balance privacy, technology, and a hospitality-led atmosphere. How does Four Seasons Abu Dhabi design or curate its meeting rooms and executive spaces to support discreet negotiations and investor gatherings, especially during events like Abu Dhabi Finance Week?

High-level dealmaking requires spaces that seamlessly combine privacy, technology, and a hospitality-led atmosphere, and that is precisely how we approach our meeting and executive spaces at Four Seasons Abu Dhabi. Our property offers a range of venues designed to accommodate every scale and need, from our intimate private dining rooms and boardrooms, which are frequently used by finance delegations for confidential meetings and negotiations, to larger waterfront ballrooms ideal for summits and investor gatherings. Each space is equipped with state-of-the-art technology, including advanced AV systems and secure communication capabilities, ensuring that every meeting runs smoothly and discreetly. During key events such as Abu Dhabi Finance Week, we scale our services to match the intensity and importance of the moment. This includes dedicated concierge teams, bespoke catering, and seamless logistics, allowing executives to focus on their meetings.

Sustainability is now a central priority for many global corporates and investors. How is Four Seasons Abu Dhabi incorporating ESG principles into its operations, and how important is this to your business guests?

Sustainability and ESG are central to how I approach operations at Four Seasons Abu Dhabi, not just as corporate priorities, but as a personal commitment to the community and environment in which we operate. Over my career, I’ve learned that luxury hospitality and environmental responsibility can coexist and here, we strive to embed both into every aspect of the guest experience.

At our property, we’ve implemented concrete initiatives that reflect this philosophy. For example, our partnership with BE WTR allows us to eliminate single-use plastic bottles by providing purified water in elegant reusable glass bottles, which significantly reduces waste while enhancing the guest experience.

Our hotel’s mashrabiya-inspired façade helps reduce solar heat gain and supports natural ventilation, cutting energy consumption. We also operate water-efficient landscaping and conserve energy through smart room systems, and our food and beverage outlets prioritise locally-sourced ingredients, and zero-waste approaches wherever possible.

From a guest perspective, these efforts resonate strongly with the modern business traveller. Many of our finance and corporate clients actively consider ESG practices when selecting partners, and seeing our tangible initiatives, whether it’s eco-conscious dining, reduced plastic usage, or local community engagement, strengthens trust and alignment. On a broader level, we also engage in local conservation projects, such as mangrove planting in Al Jubail, and ensuring our impact extends beyond the hotel walls. Four Seasons Hotel Abu Dhabi has just achieved Silver Certification by EarthCheck, a global benchmarking program that helps travel and tourism businesses measure, manage, and and improve their environmental, social, and cultural sustainability performance.

Many executives now blend business and lifestyle, bringing families, extending trips, or using Abu Dhabi as a regional base. How is the hotel evolving its offering to cater to this new way of travelling and working?

Many of today’s executives stay, extend their trip, bring their families, and use Abu Dhabi as a regional base. This ‘bleisure’ (business + leisure) trend is especially pronounced in the UAE, where reports suggest that up to 96 per cent of business travellers combine work and leisure to make the most of their time.

At Four Seasons Abu Dhabi, we’ve seen this manifest directly in how guests choose to stay with us. Executives often book our Executive Suites and Deluxe Executive Suites not just for work, but because these spaces
offer enough room and comfort for families. These suites combine dedicated work areas, and living space, ideal for someone who needs to work by day but also wants a warm, residential experience in the evenings with loved ones.

Our amenities are designed to support this lifestyle blend. Through our Kids For All Seasons programme, for example, children are looked after by trained staff, giving parents time to strike a balance between business and family. Meanwhile, our location on Al Maryah Island, connected to The Galleria shopping mall, makes it easy for guests to enjoy shopping, dining, and cultural experiences during downtime.

As Abu Dhabi’s financial sector continues to scale, what opportunities do you see for Four Seasons Abu Dhabi to deepen its role as a preferred hub for global capital, innovators, and decision-makers?

Looking ahead, Abu Dhabi’s financial sector is entering an exciting phase of growth, with increasing activity in areas such as sovereign capital, fintech, AI, and sustainable finance. From our vantage point at Four Seasons Abu Dhabi, this presents a unique opportunity to further position the hotel as a preferred hub for global capital, innovators, and decision-makers.

We aim to continue building on our existing strengths: our strategic location on Al Maryah Island, adjacent to ADGM; our versatile private dining rooms and executive suites that facilitate high-level meetings; and our hospitality-led approach that blends discretion, comfort, and seamless service. By leveraging these assets, we can host more targeted networking events, investor summits, and bespoke corporate experiences that align with the ambitions of Abu Dhabi’s financial community.

Moreover, we see opportunities to integrate innovation and technology into our offering, from hybrid meeting solutions to enhanced executive services, creating an environment where business and lifestyle naturally converge. As Abu Dhabi continues to attract global talent and investment, Four Seasons Abu Dhabi is uniquely positioned to not only accommodate but actively support these leaders in their work, their decision-making, and their experience of the city.

Artificial intelligence (AI) is no longer a futuristic promise in recruitment. The technology is already embedded in hiring workflows, delivering measurable improvements in speed, efficiency, and decision-making. In fact, 70 per cent of talent acquisition leaders say that using AI in hiring improves efficiency.

But efficiency is only part of the story. As organisations navigate tighter labor markets, evolving skill demands, and heightened candidate expectations, AI is increasingly being positioned not as a replacement for human recruiters, but as a tool that enhances the hiring experience for both employers and talent.

Read more-From Dubai to Riyadh: Could AI be your next workplace colleague?

Tools such as chatbots, intelligent applicant tracking systems (ATS), and AI-powered screening platforms are reshaping how organisations engage with candidates. When deployed effectively, these technologies can paradoxically make the hiring process feel more personal, timely, and human.

“I heard a lot of talk early on about how we can either provide human, high-touch experiences, or we can use technology and AI more. But it’s not binary like that,” says David Ellis, senior vice president, Talent Transformation at Korn Ferry.

Forecasting skills in a rapidly changing workforce

One of the most complex challenges facing employers today is predicting which skills their organisations will need in the future. While AI is not a crystal ball, it can analyse historical hiring data, industry shifts, and business growth patterns to surface insights that would be difficult for humans to identify on their own.

“Skills and hiring needs are evolving so rapidly that no tool has all the answers, and probably never will,” says Tanyth Lloyd, global vice president, Technology & Transformation at Korn Ferry. “But what AI can do is help identify the core skills that will always be relevant, like curiosity, learning agility, and resilience.”

In this way, AI is increasingly being used as a decision-support tool rather than a decision-maker, helping organisations stay ahead of workforce trends while still relying on human judgment for final hiring decisions.

AI and job ad creation gain momentum

One area where AI has delivered immediate and tangible value is job ad creation. AI-powered tools can generate draft job descriptions in seconds, offering recruiters a strong starting point that can be quickly refined.

“You can iterate really quickly instead of having to write and rewrite,” Lloyd says.

Beyond speed, AI-assisted job ad tools are also helping organisations improve inclusivity and clarity. These platforms can scan job descriptions for biased or gendered language and suggest alternatives that are more accessible to a broader and more diverse talent pool.

The move toward skills-based hiring is another AI-driven shift reshaping recruitment strategies. By focusing on core competencies rather than rigid job histories, organisations are widening their candidate pipelines and improving alignment between job postings and actual hiring needs.

The result is a higher volume of relevant applicants from diverse backgrounds, and job ads that more accurately reflect the skills required for success.

From keywords to intelligence: Recruitment evolution in the GCC

Across the UAE and wider GCC, recruitment practices have evolved significantly as organisations transition from traditional keyword-based ATS platforms to AI-driven decision-support tools.

“Yes, it has evolved a lot. However, it’s a bit of a long-term investment,” says Nikhil Nanda, director at Innovations Global. “It is based a lot more on machine learning, so a lot of accuracy depends on the type of AI tool one is using. Keywords was a lot simpler and predictable since it is purely a matching tool.”

Unlike keyword-based systems, AI-powered platforms learn over time, improving accuracy as they process more data. While this requires patience and early investment, organisations that adopt these tools sooner stand to gain long-term advantages.

Early adopters see measurable gains

Technology companies and large conglomerates in the GCC have emerged as early adopters of intelligent ATS platforms. According to Nanda, the benefits of early adoption become increasingly clear over time.

“The benefit is in training your AI early which will result in faster and more accurate results as time goes by,” he says. “This can be measured by judging the time taken to deliver and the total number of interviews required per hiring.”

As AI models mature, recruiters are able to reduce manual screening, accelerate shortlisting, and focus their efforts on higher-value activities such as candidate engagement and final assessment.

Why healthcare, finance, and tech lead the way

Sectors such as healthcare, finance, and technology have been at the forefront of AI-driven recruitment adoption in the GCC. These industries often require highly specialised skill sets, where small technical and behavioral nuances can have a significant impact on performance.

“These industries are slightly more technical and micro components within the candidate experience and personality have much larger effects,” Nanda says. “Keyword search were never enough as a recruiter was always involved in the next step for these industries to find the ideal match.”

AI enables recruiters to assess smaller technical aspects more effectively, reducing the time spent on sourcing and allowing recruiters to focus on evaluating technical depth and cultural alignment. Other industries, Nanda notes, can learn from this approach by adopting AI tools earlier in the hiring process and feeding them richer data to accelerate learning.

Barriers to adoption remain

Despite growing momentum, some organisations across the GCC continue to rely on traditional recruitment models. According to Nanda, this is not necessarily a disadvantage for all employers.

“Traditional recruitment still works fine for companies that don’t require a combination of large volume or highly technical recruiters,” he says.

AI adoption represents a long-term investment, particularly for organizations involved in large-scale hiring or extensive technical training. For smaller employers, the institutional knowledge of experienced recruiters can still deliver strong hiring outcomes.

“The internal company knowledge that their current recruiters already have is invaluable,” Nanda adds.

Human judgment remains central

While AI continues to enhance efficiency and accuracy, industry leaders stress that it cannot replace human judgment, particularly in relationship-driven markets.

“Across the UAE and wider GCC, AI-enhanced ATS platforms have significantly improved hiring efficiency, especially for mid-to-senior-level roles in competitive hubs like Dubai, Riyadh, and Doha,” says Vikas Panchal, general manager MENA, Tally Solutions.

“They enable faster screening, stronger shortlisting accuracy, and a more data-driven approach to matching talent with business needs,” he says. “But while AI can analyse behavioural cues and patterns, assessing soft skills, leadership potential, and cultural fit still requires meaningful human judgement.”

Looking ahead, Panchal expects AI to reshape talent acquisition by enhancing speed, fairness, and predictive insights, while leaving the human element firmly in place. He also emphasises the importance of ethical considerations, including bias mitigation, data privacy, and transparent decision-making, to ensure AI adoption aligns with regional values and regulatory expectations.