Abu Dhabi’s Supreme Council for Financial and Economic Affairs (SCFEA) recently issued a formal resolution to consolidate the assets and investments of L’IMAD Holding Company (L’IMAD) and the Abu Dhabi Developmental Holding Group (ADQ) under a single unified structure.

The restructuring, which places both entities under the L’IMAD umbrella, is designed to establish a diversified sovereign investment powerhouse.

The move aligns with the broader policy of the government of Abu Dhabi to foster sustainable investment and accelerate economic development within the UAE.

L’IMAD: Building national champions

L’IMAD is chaired by Sheikh Khaled bin Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi.

The firm is mandated to build “national champions” in sectors of strategic importance. Its extensive portfolio, comprising 25 investment platforms and over 250 subsidiaries, will focus on globally competitive operations in the following key sectors:

• Energy and infrastructure: TAQA and Etihad Rail.
• Aviation and logistics: Etihad Airways and Abu Dhabi Ports.
• Healthcare and food: PureHealth and Louis Dreyfus.
• Real estate and finance: Modon Properties, Wio Bank, and specialised assets such as McLaren.

Global expansion

Under the leadership of MD and CEO Jassem Mohamed Bu Ataba Al Zaabi, L’IMAD will actively pursue direct and indirect investments in both public and private financial markets.

The group aims to significantly expand its international footprint through private investment funds and strategic partnerships in high-priority industrial and technology sectors.

The Supreme Council for Financial and Economic Affairs continues to provide high-level oversight for Abu Dhabi’s principal sovereign funds.

This core group now consists of:

1. Abu Dhabi Investment Authority (ADIA)
2. Mubadala Investment Company
3. L’IMAD Holding Company

Additionally, the SCFEA maintains oversight of the Abu Dhabi National Oil Company (ADNOC), ensuring strategic alignment across the emirate’s energy, gas, and petrochemical operations.

The UAE and wider GCC are fast becoming one of the world’s most active proving grounds for commercial drone technology, helped by regulators that have moved early to create workable frameworks for unmanned aviation. From logistics and urban planning to public safety and smart city infrastructure, drones are shifting from controlled trials to real operational roles, opening the door for companies that can scale responsibly within live urban environments.

Against this backdrop, Keeta Drone is positioning itself as part of Dubai’s broader smart mobility ecosystem rather than a standalone aviation player. Junwei Yang, general manager of Keeta Drone, says the region’s regulatory clarity and appetite for innovation are creating tangible opportunities for drone operators to integrate into everyday city life, particularly in last-mile delivery, connected infrastructure and automated logistics.

As AI, automation and sustainability become central to the next phase of urban development, Yang outlines how Keeta Drone is adapting its technology and operations to meet the demands of rapidly evolving cities in the UAE and beyond.

How is the drone industry evolving in the UAE and GCC, and what opportunities does this create for companies like Keeta Drone?

The drone industry across the UAE and the broader GCC region is experiencing rapid transformation, driven by forward-thinking regulation, strategic national initiatives, and strong adoption across commercial, logistics, and public safety sectors. Governments in the region have been proactively crafting regulatory environments that balance safety with innovation, allowing unmanned aerial systems to scale responsibly and commercially. This progressive approach has made the region one of the most dynamic markets globally for drone technology.

DCAA’s progressive regulatory leadership has been central to enabling commercial drone operations in Dubai. Their collaborative approach has enabled Keeta Drone to innovate responsibly while maintaining the highest safety standards.

Drones are increasingly integrated with logistics, urban planning, and smart city initiatives. How is Keeta Drone adapting to these multi-sector opportunities?

At Keeta Drone, drones are not a standalone technology, but part of a broader urban ecosystem that connects logistics, infrastructure planning, and smart city development. As Dubai accelerates its smart city ambitions, Keeta Drone is deliberately designing its operations to integrate seamlessly across multiple sectors.

From a logistics perspective, Keeta Drone is focused on solving real last-mile challenges in dense urban environments. Our drone operations are designed to complement existing ground-based delivery networks, improving speed, reliability, and efficiency, particularly in high-demand zones such as neighbourhoods, campuses, and mixed-use developments. This hybrid logistics model allows cities to reduce congestion while enhancing service levels for residents and businesses.

From an urban planning standpoint, Keeta Drone works closely within approved regulatory frameworks and designated flight corridors, ensuring that drone routes are aligned with city layouts, community safety, and public infrastructure. Collaboration with authorities such as the Dubai Civil Aviation Authority (DCAA) enables Keeta Drone to operate responsibly within live urban environments, ensuring drones are integrated into the city fabric rather than added as an afterthought.

From a smart city and innovation lens, Keeta Drone actively supports Dubai’s vision for connected, future-ready mobility. Our droneports are designed as compact, low-impact infrastructure that can be embedded into retail hubs, residential communities, and campuses. Beyond delivery, these deployments create new touchpoints for community engagement, data-driven operations, and experiential technology — turning drone logistics into a visible and trusted part of daily life.

Ultimately, Keeta Drone’s approach is ecosystem-driven. By aligning logistics efficiency, regulatory compliance, urban design, and community experience, we are helping demonstrate how drone technology can scale responsibly within a modern city. Dubai’s integrated approach to innovation makes it the ideal environment for Keeta Drone to continue expanding across sectors and contributing to the next phase of smart urban mobility.

How do you see AI and automation shaping the next generation of consumer and commercial drones over the next three to five years?

Advances in AI will sharpen the training of control-and-scheduling algorithms for drones, giving each drone a more precise perception of the physical world and smoother interaction with it, while making multi-drone cooperation far more efficient. Progress in automation will greatly expand the ways drones can engage with the real world, enabling truly unmanned operations.

For us, that translates into autonomous meal loading, pickup, and battery swapping, delivering higher delivery efficiency, stronger operational safety, and a wider range of scenarios, all while providing uninterrupted service around the clock.

What are the most significant upgrades in the Keeta Drone Gen 4 compared with the original model? How does AI enhance safety, navigation, and user experience in the new drone?

The V4 drone has been upgraded in four key areas:

Safer: The V4’s enhanced perception suite recognises buildings, trees, cell towers, power lines and other hazards in complex urban environments, letting the aircraft weave through dense cityscapes on its own. In an emergency, the intelligent-sensing module pinpoints a safe landing spot and touches down autonomously; if the situation becomes extreme, a parachute can be deployed automatically or manually to prevent injuries.

Multi-weather: The operating-domain (ODD) envelope has been expanded, so the V4 flies reliably in moderate rain, moderate snow and winds up to Beaufort scale 6, giving operators more days and more missions.

Low-noise: Three-blade folding propellers with boundary-layer flow-control technology keep the sound level at roughly 52 dBA from 50 metres away, quieter than two people talking normally.

Extended range: Compared with earlier models, the V4 delivers significantly longer flight distance on a single charge.

How is Keeta Drone addressing sustainability and environmental considerations in the design and operation of its drones?

Sustainability is built into how we design, deploy, and scale our operations. We see drone delivery as a long-term contributor to greener urban logistics.

From an operational perspective, drone delivery helps reduce reliance on traditional last-mile transport methods in specific use cases. By shifting short-distance deliveries to electric, low-altitude aerial routes, we help reduce road congestion and associated emissions, especially in high-density neighbourhoods & campuses. Our drones emit low emissions, aligned with Dubai’s broader sustainability and smart mobility goals.

From a design and efficiency standpoint, Keeta drone continuously optimises flight paths, load planning, and operational windows to minimise energy consumption per delivery. Short, direct aerial routes reduce travel distance compared to road-based alternatives, making each delivery more efficient by design.

In addition, Keeta Drone promotes responsible packaging practices, where each delivery box can be recycled post-delivery, furthering sustainability.

Read: How RTA is deploying drones to transform the Dubai Metro operations

Travel between the UAE and India is set to become significantly more affordable this year after Air India Express rolled out a large-scale fare promotion across its Gulf and Indian network.

The Tata Group-owned carrier has launched its ‘Xpress More Sale’, offering discounts of up to 20 per cent on base fares for both domestic and international routes. The campaign targets one of the busiest aviation corridors for UAE residents and Indian expatriates, with millions of seats released at reduced prices.

Bookings under the sale are open from February 1 to 5, with travel valid from February 11 through to December 31, 2026. The extended travel window gives passengers and corporate travellers nearly a full year to lock in lower fares for business, leisure, and family travel.

For Gulf-based passengers, Air India Express has introduced competitively priced Lite fares on international routes. One-way fares start from around Dhs320 from the UAE, with similarly sharp reduced pricing from Oman, Bahrain, Qatar, Kuwait and Saudi Arabia. Lite fares are designed for price-sensitive travellers and do not include check-in baggage, though passengers can add up to 20kg later at discounted rates starting from Dhs100 on international sectors.

Passengers booking directly through the airline’s website or mobile app also receive added benefits, including zero convenience fees and one complimentary date change, subject to fare differences and advance notice requirements. The free date-change facility is aimed at offering greater flexibility for long-term travel planning, a key consideration for business travellers and expatriates.

According to the airline, the promotion covers both Lite and Value fare categories and is available across its domestic and international network, subject to limited inventory and route availability. More than five million seats have been allocated for the sale, with early access available via Air India Express’ own digital platforms before opening on other booking channels.

The launch comes as airlines across the region compete aggressively for price-conscious travellers, particularly on high-volume India–Gulf routes that continue to see strong demand driven by trade links, workforce mobility, and leisure travel.

Read: India approves three airlines after IndiGo flight crisis

Dubai Multi Commodities Centre (DMCC) has appointed hospitality and entertainment group 7 Management to operate The Plaza at Uptown Dubai, strengthening the district’s positioning as a destination for large-scale events, culture and live entertainment.

Covering 21,000 square metres, The Plaza is Uptown Dubai’s flagship open-air events venue, purpose-built to host high-impact programming ranging from concerts, festivals and fan zones to corporate galas, fashion shows and cultural showcases. The venue can accommodate up to 4,000 guests and features a dedicated stage, a 43-metre HD screen, premium lighting and sound systems, and fully integrated event infrastructure.

Located within a 15-minute radius of key Dubai hubs including JLT, Dubai Marina and The Palm Jumeirah, The Plaza is positioned to attract both regional and international audiences.

Under the partnership, 7 Management will apply its operational expertise and creative approach to event curation, drawing on its portfolio of venues across the region, including Seven Sisters, February 30, Antika, The Theater, Lucia’s, Limonata, Sayf, YUBI, Lady Bird and the recently launched 25 Jump Street.

Ahmed Bin Sulayem, executive chairman and chief executive officer of Dubai Multi Commodities Centre, said: “The Plaza is a defining element of Uptown Dubai. Spanning 21,000 square metres and able to accommodate up to 4,000 guests, it is purpose-built to host large-scale, open-air events, including global concerts, cultural showcases, major corporate and civic gatherings, reinforcing Uptown Dubai’s role as a fully integrated lifestyle and commercial district. Partnering with 7 Management brings proven operational expertise and creative depth to this vision. Together, we are creating a platform that not only elevates Uptown Dubai’s offering, but also strengthens Dubai’s position as a global city for live experiences, cultural expression, and world-class events.”

Rabih Fakhreddine, founder and group CEO of 7 Management, said: “Operating The Plaza at Uptown Dubai represents an exciting new chapter for 7 Management. This destination has all the ingredients to become one of the region’s most iconic open-air venues, and we are proud to bring our creativity, operational expertise and passion for entertainment to its stage. Together with DMCC, we look forward to curating unforgettable experiences that elevate Dubai’s position as a global leader in culture and hospitality.”

The Plaza adds to Uptown Dubai’s broader ecosystem of Grade A commercial offices, luxury residences and hospitality assets, including the SO/ Uptown Dubai Hotel and Residences. The appointment of 7 Management marks another step in DMCC’s strategy to develop integrated districts that enhance Dubai’s global appeal as a centre for business, culture and live entertainment.

Read: DMCC signs Crypto.com deal to push blockchain into commodities trading

Over the past decade, female workforce participation in Saudi Arabia has jumped from 20 per cent to over 34 per cent, which is an extraordinary shift in a region where norms and structural barriers once limited women’s economic roles. Yet this progress, though laudable, conceals an even greater economic opportunity.

In my opinion, if Saudi women become financially literate and engaged in higher-value sectors, the kingdom could unlock an additional 5–10 per cent of GDP.

Why financial literacy matters

In 2019, Talat Hafiz, former secretary general and spokesman of Saudi Banks, revealed that 20 per cent of all bank deposits in Saudi Arabia, which accounted for over $53bn, resided in women’s accounts, illustrating the latent financial capacity of Saudi women.

According to data from the 2021 Global Financial Inclusion Survey (Findex), 63.5 per cent of Saudi women held bank accounts, compared to 81.7 per cent of men. This gender gap in access is a recognised barrier. But financial inclusion exceeds merely having a bank account. It encompasses how women use, control, and leverage financial tools.

A study titled The Relationship Between Financial Inclusion and Women’s Financial Worries finds that inclusion in the usage and quality dimensions is what reduces anxiety and empowers decision-making. This requires that financial services be accessible, affordable, usable, and reliable. Moreover, discriminatory laws related to property, collateral, or identity verification (KYC rules) make it harder for women to open accounts, borrow, or invest. Taken together, these insights mean that the path from financial inclusion to economic contribution must be intentional, deep, and quality-focused.

Saudi women: From literacy to economic impact

Let’s connect this to the 5–10 per cent GDP possibility. First, financially literate women are more likely to launch and grow businesses responsibly. With a better understanding of capital structuring, forecasting, and investment, women-led SMEs can scale faster, attract formal funding, and employ more people. In Saudi Arabia, women now own over one million commer­cial registrations, and they hold about 43.7 per cent of leadership roles in some sectors. But many of those new companies remain small-scale or informal due to financial constraints or a lack of financial planning.

Second, women who understand risk, returns, and asset allocation can move beyond savings to investing in stocks, mutual funds, or bonds. Rather than letting deposits lie idle, capital becomes mobile and growth-oriented. As for consumption and stability, literate financial behaviour helps manage debt, smooth consumption over time, and build buffers for shocks. This leads to healthier household finances, reducing volatility in aggregate demand.

And last, as women invest and grow businesses, downstream industries, from suppliers to logistics to services, benefit. The spillovers magnify the direct contributions. If even a fraction of the aforementioned $53bn were channelled into productive investments, or if women’s workforce and entrepreneurial involvement deepened, the aggregate effect could push economic contribution into that 5–10 per cent range.

Globally, women are on track to control 50 per cent of total wealth within the next four years, according to Citibank. Imagine the ripple effect if Saudi women, already outperforming expectations on workforce participation, were to tap into this rising tide of global capital. Even capturing a small share of that momentum could unlock unprecedented economic and social dividends, cementing Saudi Arabia as a powerful investor shaping the kingdom’s future growth story.

Challenges and nuances

This surely is not a happy sunshine goodtime land, and it comes with obstacles. The literature cautions about pitfalls in digital finance and rapid credit expansion, over-indebtedness, and misuse, which are real risks. Hence, financial literacy must go hand in hand with responsible finance, consumer protection, and risk awareness. Furthermore, gendered design in fintech and AI-based credit scoring can inadvertently reproduce bias. Without awareness, algorithmic systems may undervalue women’s credit profiles, even when repayment histories are strong.

Addressing encoded gender norms in tech is essential. Also, norms and culture still restrict women’s autonomy in some households or regions. Changes in legal frameworks, family codes, and social expectations must accompany financial education. Finally, the confidence gap matters. Women often underutilise financial tools even when they understand them. Education must be paired with mentorship, peer networks, and repeated practice.

Policy levers and a national financial literacy strategy

To turn potential into reality, several policy actions are crucial, including embedding financial literacy into school curricula and adult learning programmes, with special focus on usage and quality, not just access, promoting tiered KYC and simplified account rules to reduce barriers for women with limited identity documents, and strengthening consumer protection, financial regulation, and disclosure standards, to mitigate risks and build trust.

It also should take into consideration incentivising fintech and digital platforms to adopt gender-aware design, ensuring women benefit equitably from algorithmic lending and credit scoring, while supporting women’s peer-learning networks, mentorship, and incubation programmes, so literacy is reinforced socially.

The circle wouldn’t be closed without monitoring and evaluating outcomes via disaggregated data, tracking not just account numbers but usage, product diversity, and behavioural shifts.

Saudi Arabia’s transformation under Vision 2030 is anchored in diversifying the economy, boosting savings, and harnessing human capital. Financial literacy among women is a strategic lever. By mastering money, Saudi women are shifting from savers to investors, from participants to leaders, fueling a smarter, more inclusive economy. The numbers already speak for themselves as women in Saudi Arabia reached the Vision 2030 workforce participation target eight years ahead of schedule.

Now, they’re on track to set a new global benchmark, not by only joining the workforce, but by owning their financial futures. The next chapter for them will be about investing, growing wealth, and taking calculated risks with confidence and purpose. Saudi women are proving that financial independence is a national power. And as they chart their own financial destinies, they might redefine what economic leadership looks like for women everywhere.

The writer is the co-founder and CEO of Balinca.