President Donald Trump on Monday said the United States would talk about acquiring Greenland at this week’s Davos World Economic Forum because Denmark cannot protect the country.

“We have to have it. They have to have this done. They can’t protect it, Denmark, they’re wonderful people,” Trump told reporters in Florida.

“I know the leaders, they’re very good people, but they don’t even go there.”

Trump also said that NATO has been warning Denmark about the Russian threat for 20 years.

Read: Trump to impose 10% tariffs on eight European nations in Greenland row

As Saudi Arabia moved through a pivotal phase of its logistics transformation in 2025, Saudi Global Ports emerged as a central player shaping how trade flows across the kingdom’s Eastern Corridor. With capacity milestones reached, rail-linked connectivity deepened, and integrated logistics assets coming online, the past year marked a period of execution rather than ambition.

In this interview, Rob Harrison, CEO of Saudi Global Ports, reflects on how SGP’s operating model has matured, what delivering scale without compromising reliability really took, and how the company is positioning itself for the next phase of growth.

Tell us about Saudi Global Ports and the vision shaping its operations.

Saudi Global Ports is the ‘Gateway to Growth’ for Saudi Arabia. A partnership between the Public Investment Fund (PIF), the shareholders of Al Blagha Holding for Investments (ABHI) and PSA International, Saudi Global Ports (SGP) is the leading port operator and a trusted partner of the region’s ports and logistics ecosystem. SGP operates deepsea Container Terminals and Multipurpose Terminals along the Eastern Coast of Saudi Arabia and three rail-linked intermodal terminals across Riyadh and Dammam.

Growing its portfolio, SGP is also developing the Dammam Integrated Logistics Zone, adjacent to its operations at King Abdulaziz Port Dammam. With their extensive and growing operations in the kingdom, they aim to deliver the infrastructure that moves trade, supports national projects, and empowers Vision 2030.

What is the single most important shift in how SGP now operates compared to two years ago?

The most important shift is the scale and maturity of how we operate as one integrated ecosystem across Saudi Arabia’s Eastern Corridor. Integration has always been part of SGP’s model, but over the past two years it has become far more visible and coordinated as our footprint has expanded.

Today, our container terminals, rail-linked intermodal network, multipurpose terminals, and the upcoming Dammam Integrated Logistics Zone are planned and operated as one connected system.

That end-to-end approach means we are managing flows from quay to rail to inland destinations with greater consistency and control. It is a shift that customers feel in day-to-day reliability, and it strengthens Saudi Arabia’s logistics capability in line with Vision 2030.

How has Gateway to Growth changed decision-making day to day?

Gateway to Growth defines our role, and Unlock More defines how we act on it.

Unlock More means unlocking more capacity for trade, more connectivity across sea, rail and road, and more capability across a wider range of cargo types and industries. It also means unlocking more opportunity for Saudi talent, through skills development, leadership progression, and meaningful careers across a growing national network.

Day to day, this shows up in how we prioritise investment, how we design handovers between business units, and how we raise operating standards. Every decision is grounded in one question: does this unlock more value for customers, for partners, and for the kingdom.

Beyond the headline of 15 million TEUs, what operational changes mattered, without compromising reliability or safety?

This milestone is less about a single number and more about how growth was delivered.

The 15 million TEUs handled at King Abdulaziz Port Dammam reflects sustained execution over time, supported by close collaboration with regulators, shipping lines, and Mawani and other partners. As volumes increased, the focus was on ensuring infrastructure readiness, disciplined planning, and a strong safety culture.

Expanding berth capability and upgrading terminal assets improved resilience and vessel planning, including the ability to handle two ultra-large container vessels simultaneously.

At the same time, operational discipline in yard management, sequencing, and workforce readiness ensured that reliability and safety were never compromised. Growth only matters if it is delivered consistently and responsibly.

With daily rail-linked flows connecting Dammam and Riyadh, how close is Saudi Arabia to seamless multimodal logistics, and where do bottlenecks still sit?

Saudi Arabia has made strong progress, and the Dammam to Riyadh corridor is a clear example of what an integrated multimodal model can achieve. With one operator managing both seaport and inland nodes, coordination improves, handovers are simpler, and customers benefit from greater predictability.

The remaining challenges tend to sit at the ecosystem level rather than in physical connectivity. These include aligning data visibility across stakeholders, streamlining documentation and clearance processes, and managing first and last mile interfaces during peak periods. The foundations are in place, and the next phase is about reducing friction across the full end-to-end journey.

Which digital investments are delivering gains now, and which are laying the groundwork for longer-term transformation?

Our digital investments focus on improving visibility, safety, and consistency today, while preparing the ecosystem for future scale.

At the container terminals, smart port capabilities such as real-time tracking, digital gate processes, remote-enabled equipment, and connected yard systems support better planning and safer operations. The 5G smart port network has provided a strong foundation for how we think about connected, data-driven operations.

Across multipurpose terminals, the emphasis is on standardising systems, improving planning and control, and aligning operating practices as part of a single network. Some of these initiatives deliver immediate operational benefits, while others are building the platform for deeper transformation as the ecosystem continues to grow.

What are the biggest execution risks SGP is preparing for this year, and how are talent development and operational readiness shaping priorities?

As SGP continues to scale, the key risks are around execution and consistency. Integrating new assets while maintaining service quality requires strong operating standards, disciplined transitions, and a continued focus on safety.

That is why talent development and operational readiness are central to our priorities. We are investing in training, leadership capability, and common operating frameworks across the business, with a strong emphasis on Saudisation.

Unlocking more Saudi talent into technical and leadership roles is essential to building a resilient, future-ready logistics ecosystem.

Paid parking is being rolled out across two major Dubai residential communities, with Discovery Gardens already live and International City set to follow from February, marking a shift in how residents and operators manage shared parking infrastructure.

Regulated parking came into effect in Discovery Gardens on January 15, 2026, following confirmation from Dubai Holding Community Management. The system is being operated by parking services provider Parkonic, with enforcement supported by new zone signage installed across the neighbourhood.

Under the new framework, paid parking applies daily from 8am to midnight, with exemptions on Sundays and public holidays. Each residential unit is entitled to one free parking permit, while additional vehicles require a paid subscription. Hourly tariffs in Discovery Gardens are set at Dh4 from 8am to 5pm, rising to Dh6 from 5pm to midnight.

For residents with multiple vehicles or those parking regularly in the evenings, the costs add up. A four-hour evening stay at peak rates translates to around Dh24 per day, or approximately Dh480 over a standard 20-day work month, adding a new line item to household expenses.

A similar model will be introduced in International City from February 1, 2026, with operations overseen by Parkin. Paid parking tariffs will apply from the same 8am to midnight window, with one free permit allocated per residential unit and paid subscriptions required for additional vehicles.

International City will follow Dubai’s standard parking tariff structure, starting at Dh2 for 30 minutes and Dh3 for one hour, with long-stay parking capped at Dh25 for up to 16 hours.

The introduction of regulated parking in both Discovery Gardens and International City is aimed at improving turnover and access in communities where dedicated parking is limited. For operators and community managers, the move reflects a broader push toward structured parking management in high-density residential areas, while residents will need to adapt routines and budgets to account for the new charges.

Read: Salik, Dubai Airports sign 10-year deal for e-wallet parking at DXB

Aggregate investment by national oil companies (NOCs) across the Gulf Cooperation Council (GCC) is set to remain elevated over the next two to three years, even as oil prices soften and global peers scale back spending, according to a new report by S&P Global Ratings.

In its GCC 2026 Energy Outlook: Capex, Capacity, Consolidation, S&P Global Ratings said GCC NOCs are expected to spend an average of $115bn–$125bn annually between 2025 and 2027, driven primarily by production capacity expansion and, to a lesser extent, investments in lower-carbon energy sources

While spending levels remain high, the pace of capital expenditure growth is expected to moderate compared with previous years, as production from major upstream and LNG projects begins to come on stream. This contrasts with international oil companies, where capex is forecast to remain flat or decline in 2026 amid lower oil prices and tighter capital discipline.

Capacity expansion remains the priority

According to the report, capacity expansion in the UAE and Qatar, alongside capacity maintenance in Saudi Arabia, remains the principal driver of spending. ADNOC is targeting an increase in oil production capacity to five million barrels per day by 2027, while QatarEnergy continues to expand LNG output through its North Field expansion programme.

Despite these commitments, S&P Global Ratings expects GCC NOCs to adopt a more cautious spending approach as mega projects move into the production phase. Even so, the agency does not expect this level of investment to materially strain free operating cash flows, given strong balance sheets and relatively low leverage across most GCC NOCs.

“We expect the ratings on most NOCs to remain resilient even if moderately lower oil prices reduce their cash flows, as global oil demand continues to rise steadily,” said S&P Global Ratings credit analyst Rawan Oueidat.

Beyond upstream oil, GCC NOCs are increasingly directing capital toward gas, LNG and less carbon-intensive energy sources, in line with national energy transition strategies and sustainability agendas. The report highlights growing investments in LNG capacity, international gas assets, renewable energy and low-carbon technologies, even though these still represent a smaller share of overall capex.

Strong cash generation from upstream operations is expected to continue underpinning these diversification efforts, allowing NOCs to expand clean-energy portfolios while maintaining credit quality.

Implications for oilfield service companies

While elevated capex supports overall activity levels, S&P Global Ratings cautioned that a more measured approach to spending by GCC NOCs could have downstream implications for oilfield service providers, particularly drilling companies.

The report noted that a moderation in spending growth is likely to reduce rig demand, rationalise average day rates, and weigh on the profitability of regional oil drillers, even as utilisation rates remain relatively high due to limited new rig supply.

“We think that oil drillers’ rating headroom could shrink as a result, but we do not expect any rating pressure in the short term. Industry consolidation could help balance rig supply and demand and subsequently support day rates,” Oueidat commented.

S&P Global Ratings added that earnings visibility, backlog strength and consolidation will remain key factors in assessing the credit profiles of regional drilling companies, particularly amid continued sensitivity to oil price movements.

Despite softer oil prices and slower capex growth, the report concludes that GCC NOCs are well positioned to absorb market volatility, supported by conservative financial policies and strong liquidity buffers. Even under a more challenging macroeconomic environment, their spending plans are unlikely to trigger credit stress in the near term.

However, for oilfield service providers, particularly drillers, the outlook remains more mixed, with weaker pricing power and heightened exposure to changes in upstream investment decisions likely to shape sector performance over the medium term.

Read: From energy leadership to 91% homeownership: Inside UAE’s achievements in 2025

It doesn’t take long to get a read on a car. Some vehicles project a quiet confidence from the first glance, while others feel unmistakably modern the moment you step inside.

The most successful models tend to carry an added sense of personality, revealed through small details that shape how a vehicle fits into everyday life. On UAE roads, that balance matters as much as raw specifications. Daily driving can move quickly from a morning commute to a spontaneous coffee stop and on to an after-work visit to the nearest Carrefour. A car that feels comfortable and intuitive throughout those transitions becomes part of the routine rather than a distraction from it.

That is the positioning behind Lepas, Chery Group’s new global new-energy brand. Framed around the idea of “Drive Your Elegance,” Lepas is aimed at buyers who value comfort, refinement, and design-led usability as much as performance numbers. Much of the development focus has been placed on the cabin and how it supports the driver and passengers across everyday journeys.

A brand built around three core ideas

The Lepas name is anchored in three concepts that the brand consistently references as the foundation of its identity and design approach.

“Leopard” represents harmony between speed, power, and elegance, forming the basis of what Lepas describes as its nature-inspired “leopard aesthetics.” The philosophy emphasises control and precision in motion, with exterior and interior forms shaped to reflect biomechanical efficiency. Through advanced, platform-based technologies, the brand aims to deliver a driving experience that feels dynamic and responsive while remaining refined.

“Leap” speaks to global ambition and a decisive move toward a future where mobility feels seamless across markets. It reflects the intent to cross geographical and cultural boundaries, offering an experience designed to translate well from one region to another. In LEPAS terms, it represents both the courage to innovate and the capability to deliver technology-driven mobility with worldwide reach.

“Passion” centers on the driver. It acknowledges that vehicle choices are guided as much by taste as by logic, and that the daily relationship between car and owner matters. Within the Lepas framing, the vehicle becomes a partner in a vibrant lifestyle, aligned with drivers who value individuality and refuse to settle for the mundane.

Those three ideas converge most clearly in what Lepas calls an “exquisite space.” The phrase reflects a cabin designed to feel intentional from the moment occupants step inside, with an emphasis on comfort and practicality rather than idealised driving scenarios. The result is a more lifestyle-led interpretation of premium, supported by nearly three decades of engineering scale from Chery Group.

Interior features underline that approach, including a full LCD instrument panel, a large central touchscreen, and connectivity options such as Apple CarPlay and Android Auto. Comfort and convenience elements range from power-adjustable seating and wireless charging to a panoramic sunroof, air purification, and rear-seat amenities such as folding tray tables and reading lamps.

Performance, range, and safety focus

Under the hood, Lepas models are built around the Chery Super Hybrid System, combining a 1.5 litre turbo engine with dual electric motors.

The setup delivers a combined output of around 315 horsepower, supported by an 18.3 kWh lithium iron phosphate battery. Electric driving range is rated at approximately 95 to 100 kilometres, while total range exceeds 1,300 kilometres when combining battery and fuel.

Performance figures include a claimed 0–100 km/hr time of 4.8 seconds and a top speed of 180 km/h, with support for DC fast charging. The drivetrain features dual-motor all-wheel drive, aligning with the brand’s emphasis on control and responsiveness.

Safety and driver assistance systems are positioned as a core part of the offering. Features include up to eight airbags, comprehensive braking and stability systems, and a wide suite of advanced driver assistance technologies such as autonomous emergency braking, adaptive cruise control, lane keeping assist, blind spot detection, and a 360-degree camera system.

With Al Ghurair Mobility confirmed as its regional partner, LEPAS is expected to launch in the Middle East in the first half of 2026, with the UAE identified as one of its key markets. The move marks the next step in Chery Group’s global expansion strategy, bringing a design-driven, comfort-focused interpretation of new-energy mobility to a region where daily usability and premium feel carry increasing weight in purchase decisions.