Hotel group Accor’s localised supply chains should cushion the impact of US President Donald Trump’s tariffs, its CEO for the Middle East, Africa and Asia-Pacific said, adding he expected travel demand to stay robust in his region.

Businesses across multiple industries are hiking prices, revising previous financial guidance and warning of growing uncertainty as Trump’s trade war pushes up costs, disrupts supply chains and stirs concerns about the global economy.

“We’re very localised in terms of profit protection, we have everything in place to react very quickly for that,” Accor’s Duncun O’Rourke told Reuters in an interview on the sidelines of the Arabian Travel Market fair in Dubai.

He also said the company remained bullish on travel demand in the Middle-East and continued growth in Saudi Arabia,

Gulf countries in general are seeking to capture a larger share of the global travel industry, including business travel, while Saudi Arabia has invested billions into diversifying the economy from hydrocarbons, including pouring money into tourism.

“Dubai and the European Union were very strong last year and we actually see huge growth going forward,” O’Rourke said.

Earlier this month, Accor, Europe’s biggest hotel group by portfolio, reported a larger-than-expected rise in first-quarter revenue, citing sustained global demand in the hospitality sector supported by its geographical diversification.

Others in the travel industry appear less confident.

Several leading US airlines have pulled their forecasts for 2025.

Read: Bitcoin will buy you a Trump Tower apartment in Dubai, says Eric Trump

As we look around university lecture halls and job boards across the UAE, a clear trend emerges: marketing, advertising, and public relations dominate the list of dream careers for fresh graduates.

These fields are viewed as exciting, creative, and packed with opportunity.

According to a recent Bayt.com survey, these industries remain among the most desired sectors for young professionals in the region.

It’s easy to understand the appeal. There’s a thrill in crafting compelling stories, shaping brand identities, and launching campaigns that can capture the public’s imagination overnight.

However, the pathway into these vibrant fields is increasingly competitive. With many graduates eyeing the same roles, standing out requires more than just passion and ambition.

Adding to the challenge, a growing disconnect between what students learn in classrooms and what the industry truly demands. The 2025 LinkedIn Workplace Learning Report highlights that nearly half (49 per cent) of talent and learning professionals perceive a widening gap between academic knowledge and real-world readiness.

Meanwhile, the US-based Society for Human Resource Management emphasises a significant lack of essential soft skills, such as communication, teamwork, leadership, and project management, in entry-level candidates.

While students are eager to die into the workforce, many find themselves underprepared for the complexities and demands of real world marketing campaigns. And this is exactly where forward-thinking initiatives step in to make a difference.

Learning by doing, not watching

Rather than asking students to imagine the world of marketing, Arabian Automobiles Company (AAC) gave them a front-row seat. The Nissan KICKS Starters competition flipped the traditional models on their head by offering students a live brief tied to an actual brand, complete with real expectations and public exposure.

This wasn’t a simulation,it was a full creative process from concept development and production to pitching and delivery, all under the guidance of industry professionals.

Over several high-pressure weeks, students collaborated with experts like content creator Amir De Leon and strategy teams from TBWA/RAAD, utilising Nikon’s professional gear and participating in hands-on workshops hosted at Radisson RED.

“It’s one thing to have a vision. It’s another to actually make it happen,” said Omar Alaqubawy, a student at the American University in Dubai. “We had to take everything we knew and turn it into something real, which was way harder than it sounds.”

For Omar, the idea for his team’s project came from a nostalgic Egyptian soda commercial, a personal reference point that sparked a campaign rooted in authenticity and humour. “Inspiration isn’t about copying,” he said. “It’s about taking a spark and making it your own.”

As a Nissan driver himself, the experience felt even more personal. The team even slipped inside jokes into their final cut, details only Gen Z viewers might catch. That kind of bold, unpolished creativity is exactly what modern brands are seeking.

“We wanted something we’d actually stop scrolling for,” said Warda Ahmed from Westford University. “So we focused on capturing real, unscripted fun, not something overly polished or traditional.”

Campaigns that go both ways

From the start, the competition encouraged students to document their creative journey on social media, generating behind-the-scenes content, teaser clips, and campaign updates that engaged audiences organically. The initiative generated 8.3 million views across TikTok and Instagram, with 9.8K likes and 2.1K shares, along with hundreds of organic reposts, highlighting a clear audience preference for timely, unpolished content.

But the impact extended beyond digital metrics. The top team earned a fully funded Master’s scholarship, highlighting AAC’s commitment to fostering growth alongside exposure.

At the same time, AAC gained a unique perspective into Gen Z’s creative instincts. What do they respond to? What turns them off? What makes them engage, share, and connect? The program became a two-way learning street; an exchange of ideas, values, and strategies.

As Omar Noted, “We weren’t just watching a campaign unfold; we were part of it.”

Students worked side-by-side with mentors and AI-guided personas, benefiting from a blend of traditional mentorship and next-gen collaboration, built for a generation raised on connectivity.

But most importantly, Nissan KICKS Starters wasn’t about producing polished corporate ads. It was about listening. About giving GenZ a platform to create, express, and connect with their peers, without being filtered or overcorrected.

The result? Campaigns that felt genuine, reflecting lived experiences, and a group of young marketers who weren’t just being prepared for the industry, they were actively shaping it.

As Omar put it, “Letting young people market directly to their peers just makes sense. We see things differently from how older marketers assume we see things.”

The Trump Organisation launched a new tower in Dubai on Tuesday, April 29, in partnership with a luxury real estate developer.

The 80-story tower, located in Dubai—the Gulf’s tourism hub known for the world’s tallest building and palm-shaped islands—will feature a luxury hotel, premium residential apartments, and two penthouse residences.

Read-Dar Global to build Trump Tower Dubai, marks third collab in region

It is being developed by the Trump Organisation in collaboration with Dubai-based Dar Global.

The official launch comes just weeks ahead of Donald Trump’s upcoming trip to the Gulf, during which he will visit Saudi Arabia, Qatar, and the UAE—regions where he previously cultivated close ties during his first term.

“The whole region is dependent on a strong America, and I hear that time and time again from the biggest leaders in the Gulf,” said Eric Trump, the U.S. president’s son, in an interview with Reuters on Tuesday. “Dubai, like the entire world, thrives on a healthy, safe world, and that’s what President Trump wants,” he added.

While most of the Trump Organisation’s business is based in the United States, it maintains significant interests overseas, including in Saudi Arabia and the UAE.

Ahead of the president’s inauguration, the Trump Organisation stated that control of the company would be handed over to his children, replicating the arrangement from his first term. However, concerns about potential conflicts of interest persist.

Eric Trump confirmed he will not be part of the business delegation accompanying his father during the Gulf visit. “I won’t be part of it, no… I keep total separation. I want nothing to do with politics or policy,” he said, adding that his father “loves the region” and “has a lot of friends over here.”

Bitcoin-friendly features

The Dubai tower will feature the world’s highest outdoor swimming pool upon completion, and buyers will be able to pay with bitcoin, Eric Trump said.

The Trump family has previously launched cryptocurrency meme coins, and the former president also holds a stake in World Liberty Financial, a crypto platform.

“You’re seeing two worlds that I love so much finally blend together, and that’s very exciting,” Eric Trump said, referring to real estate and cryptocurrency investment.

The tower, expected to be completed between 2030 and 2031, will have a gross development value of $1 billion, according to Dar Global CEO Ziad El Chaar.

Other projects with the Trump Organisation

Dar Global—the international arm of Saudi Arabia’s Dar Al Arkan Real Estate Development Company—has already announced several joint ventures with the Trump Organization.

These include planned Trump towers in Riyadh and Jeddah, real estate developments in Oman, and further expansion in Abu Dhabi.

Additionally, Dar Global and developer Qatari Diar are expected to announce an agreement on Wednesday to develop a Trump International Golf Course and Trump Villas in Qatar, according to a source familiar with the plans.

ALTÉRRA, the world’s largest private climate investment vehicle, has made its first co-investment, committing $100m to Indian renewable energy firm Evren.

The move, made alongside Brookfield Asset Management and other investors, aims to accelerate clean energy deployment in one of the fastest-growing major economies.

The investment was made through the ALTÉRRA Acceleration Fund and marks the fund’s first direct investment into the Global South.

It will support the development of approximately 11 gigawatts (GW) of solar, wind, and battery storage projects across the Indian states of Rajasthan and Andhra Pradesh.

The projects are expected to contribute significantly to India’s national target of achieving 500GW of renewable energy capacity by 2030.

Evren: A key company supporting India’s energy transition

Evren, a key player in India’s energy transition, is focusing on strengthening the country’s clean energy ecosystem. The company works with domestic manufacturers for wind turbines and solar modules, supporting supply chain resilience and local economic development.

India, projected to grow at around 6.5 per cent GDP in 2024, is pushing to meet its surging energy demand through clean sources.

The transition is expected to require as much as $300bn in investment by 2030, driven by economic expansion, technological advancements in energy storage, and favorable regulatory reforms aimed at improving the renewable energy investment climate.

“ALTÉRRA’s investment in Evren is a powerful demonstration of our mission in action — catalysing capital into tangible, scalable, and economically compelling climate initiatives,” said Majid Al Suwaidi, CEO of ALTÉRRA. “By deploying capital into India’s fast-growing economy, we are supporting reliable and affordable energy generation and unlocking investable opportunities. ALTÉRRA’s mission is not just to finance projects but help reshape how and where the world invests through solutions that drive impact and build resiliency.”

Connor Teskey, president of Brookfield Asset Management, welcomed the co-investment: “ALTÉRRA’s investment in Evren is a significant milestone in our ongoing commitment to accelerating the global energy transition. By combining Evren’s robust development pipeline and Brookfield’s extensive operational expertise, we are not only supporting India’s ambitious renewable energy targets but also fostering economic growth and energy security.”

ALTÉRRA, Brookfield investments

Evren is among the latest investments from Brookfield’s Global Transition Fund II (BGTF II), which is still raising capital following a record $15bn in its first vintage. ALTÉRRA committed $2bn to BGTF II during COP28, becoming its largest third-party investor.

The Evren transaction reflects ALTÉRRA’s strategy of mobilising institutional capital into both developed and emerging markets and underscores its expanding role in the global clean energy landscape.

The investment highlights ALTÉRRA’s progress since its launch and signals its ambition to scale up impact in 2025.

Arada has officially launched Nest Hotel, its first homegrown hospitality brand, during Arabian Travel Market (ATM) 2025.

Operated by Arada Hospitality, the debut Nest Hotel will open this October in Aljada, Sharjah’s Dhs35bn lifestyle megaproject.

The 431-key property is the first completed hotel in Arada’s 1,031-key hospitality and serviced apartment portfolio at Aljada.

Nest Hotel Aljada: Central location, amenities

Nest Hotel Aljada spans two smart buildings and is strategically positioned near Sharjah International Airport, University City, and directly adjacent to Nest Campus, Arada’s student housing cluster.

It also sits opposite the Arada Central Business District and within walking distance of Madar Mall, a popular family entertainment destination.

“Nest Hotel embodies Arada’s dedication to creating quality and value-driven destinations that put people first,” said Ahmed Alkhoshaibi, Group CEO of Arada. “We’re launching this hospitality brand to ensure a guest experience that fosters a sense of community and wellbeing, starting with Aljada, Sharjah’s most exciting urban destination.”

Designed with insights from residents and travellers, Nest Hotel features a next-generation hospitality model. Rooms are equipped with smart tech such as mobile check-in, digital room access, and energy-efficient systems. Guests will also enjoy access to coworking lounges, a swimming pool, and an all-day dining venue.

“Nest Hotel is designed for travellers and visitors who expect more from their stay — more convenience, more energy and more connection to the surrounding districts,” said Amit Arora, COO of Arada. “It’s a next-generation hotel that offers both comfort and relevance to the modern guest, right in the heart of a thriving community.”

Meets growing demand

The hotel is poised to meet rising demand from both leisure and business travellers, particularly in the MICE sector.

In 2024, Sharjah International Airport handled 17 million passengers, an 11 per cent year-on-year increase. Nest Hotel Aljada also caters to internal demand from within the Aljada community itself, which welcomed 8 million visitors last year.

Its proximity to major institutions such as Sharjah Research Technology and Innovation Park (SRTIP) and Sharjah Airport International Free Zone (SAIF Zone), along with quick access to E311 and Al Dhaid Road, makes it a convenient choice for both regional and international guests.

Read: How Arada is expanding its presence in UAE’s luxury property market

Expanding the Arada hospitality portfolio

Nest Hotel complements Arada’s expanding portfolio of lifestyle and hospitality brands. Aljada already features upcoming hotels including Vida Aljada and The Address Aljada (operated by Emaar Hospitality), and Rove Aljada, jointly operated by Emaar Properties and Meraas.

The Nest brand also builds on Arada Hospitality’s existing offerings, including the Nest Campus student housing community, and a network of wellness and F&B ventures such as Wellfit, FitnGlam, FITCODE, The Platform Studios, Boost Juice, The Reformatory Lab, Hungry Wolves, and the popular Zad food truck destination.