Financial

Key Business Trends for 2025: AI Integration, Workforce Evolution, and Sustainable Strategies in Organisations

Published

8 months ago

February 3, 2025

By Professor Fiona Robson, Head of Edinburgh Business School and School of Social Sciences, Heriot-Watt University Dubai

In 2025, the key trend is likely to be the development of further and wider uses of artificial intelligence within organisations, moving beyond organisations with an existing focus on technology. Obviously, the level of usage of AI will depend upon sectors and organisations but it is likely that uptake will continue to grow – and to diversify into areas or sectors that may not have previously been identified as logical places for AI.

Organisations will need carefully constructed communication strategies which can emphasise the benefits of AI and reassure stakeholders that it is not intended to completely remove humans from the organization. Some new roles are likely to be generated as well as some existing ones that need to be modified. A lot of AI tools still require some human intervention so staff may need to learn to work in a different way. Of course, change is always met with some apprehension and this may lead to a turnover of some staff, this isn’t always a bad thing as new staff may bring new expertise and ideas.

Where roles are being adapted organisations must invest in providing appropriate training and development for their employees. This will shorten the length of time before a positive impact may be seen from the new ways of working. It also needs to be acknowledged that the amount and focus of the training and development may be diverse across the organization. It is important that employees are confident and competent.

I expect the market for people who are highly skilled in the development of AI to become even more valuable within the marketplace so recruitment may need significant investment. This could include ‘golden hellos’ as well as generous overall reward packages. However, organisations do not have endless budgets and should build in a buffer zone – perhaps linking reward to an extended time period. They may also consider the conditions of penalties if leaving within a specified time period, particularly if they are likely to move to direct competitors. Existing employees may also become particularly attractive to competitors so staff retention will be critical and may include financial and intrinsic elements.

Technology will continue to offer new ways of working that will need to be evaluated by organisations to understand the potential advantages and disadvantages. Behind this decision is organisations’ approaches to how their organization is operating on a day-to-day basis. For some, hybrid working remains in place, to try and get the benefits from both office and from home. Understanding the needs of employees can help to shape strategies that will work for both parties.

Every year organisations benefit from cohorts of students fresh from universities who have the latest knowledge and skills which may not already be present in the organization. There is a real opportunity here for organisations to be more strategic in their relationships with universities so that there are mutual benefits around student employability. Obviously fresh graduates won’t know anything and everything, but their mindsets often give an alternative way of thinking about things which can be valuable.

Flexibility will remain a valuable tool for recruitment and retention, and this moves beyond hybrid working. Flexible reward programmes enable organisations to give employees the benefits that are most valuable to them. This could include opportunities to buy or sell annual leave or receive a higher education allowance for their family members. Traditionally many organizations haven’t formally assessed the effectiveness or popularity of different reward options, so this is an area for contemplation. I would hope that some organisations might invest in their existing employees to undertake degree level study as this can be beneficial for all parties.

Sustainability is expected to stay high up on the agenda but also to move into a deeper dive and not just focus on the surface level issues. Organisations will be thinking about how they can become sustainable in the ways that they operate and encourage their key stakeholders to do the same. Awareness of the UN’s sustainable development goals is on the rise and organisation’s may wish to focus on some of the most meaningful and relevant to their business. Organisatons will be aware that consumers are far more educated than they used to be in terms of environmental and sustainable practices and use this to aid their decision making when procuring products or services. To make a real impact, organisations need to move beyond informing their staff about what is happening in relation to sustainable and environmental issues. Colleagues should have opportunities to offer their ideas.

It is likely that Government’s will also increase their focus on sustainable and environmental issues, and this may be in the form of formal requirements but also in offering support to organisations who wish to make changes to support this agenda. Having a seat at the discussion table could be advantageous in trying to influence policy and be recognized for good practice.

Financial

Reimagining Banking: Unlocking Endless Potential and Unlimited Growth in the Middle East

Published

4 days ago

October 7, 2025

Integrator Web-Editor

By Keith Redding, Chief Revenue Officer, Universal Banking at Finastra

Reimagining banking in the Middle East is redefining how financial institutions grow, engage, and innovate. As digital transformation accelerates, banks must evolve to deliver seamless, secure, and personalized experiences that meet rising customer expectations.

Across the UAE and Saudi Arabia, adoption of digital banking continues to surge. According to Capco’s “Bank of the Future” survey, 89% of UAE customers have become more confident using mobile banking services, while 83% now access them primarily via mobile apps. Similarly, Saudi Arabia expects online banking penetration to grow by over 16 percentage points between 2024 and 2029, underscoring the region’s momentum toward smarter, connected financial ecosystems.

Reimagining Banking Middle East with Data and Analytics

Data has become the new cornerstone of success. Through AI, analytics, and machine learning, banks can decode customer behaviour and anticipate needs more precisely than ever. As a result, they can personalize offerings, boost retention, and reduce friction across the customer journey.

A clear example of this transformation is Riyad Bank’s Centre of Intelligence (COI) — Saudi Arabia’s first AI-focused banking hub — which enhances operational efficiency while driving innovation in customer engagement.

By reimagining banking in the Middle East with data-driven strategies, institutions can align financial products with real-time insights and deliver experiences that feel intuitive, predictive, and human.

Hyper-Personalization and Omnichannel Growth

Customers today interact through multiple touchpoints — mobile apps, websites, and physical branches — expecting consistent, personalized service. Therefore, delivering a seamless omnichannel experience has become the foundation of loyalty.

In the UAE, 70% of consumers are willing to share personal data for tailored experiences, while in Saudi Arabia, the number climbs to 71%. This readiness empowers banks to use analytics ethically and transparently, transforming everyday banking into relationship-driven engagement.

Digital Sales Outreach and New Engagement Models

Digital outreach is not an option — it’s essential. Mobile-first strategies, social media engagement, and AI-driven marketing are now central to how banks connect with customers.

Take D360 Bank, one of Saudi Arabia’s first digital-only institutions. It attracted over 600,000 customers within two months of launch, proving that mobile-first banking can scale fast when powered by user-centric design.

Ecosystem Collaboration: Powering Innovation in the Middle East

Another major force reimagining banking in the Middle East is ecosystem collaboration. By partnering with fintechs, big tech firms, and infrastructure providers, banks can expand capabilities faster than ever before.

Globally, fintech startups have surged from 12,000 in 2020 to nearly 30,000 in 2024. The Dubai International Financial Centre (DIFC) now hosts over 1,000 fintech firms, while Saudi Arabia’s fintech ecosystem has more than doubled within a year. This growth underscores the importance of collaboration as a driver of agility and innovation.

Such partnerships empower banks to deploy advanced solutions like AI-powered risk scoring, embedded finance, and real-time payments — all while ensuring compliance with regional and global standards.

Looking Ahead: Building a Future-Ready Financial Ecosystem

The future of reimagining banking in the Middle East lies in intelligent, insight-led operations. Automated recommendations, predictive support, and AI-driven decision-making will soon define how banks engage customers.

Forward-thinking institutions in the UAE are already adopting AI-assisted frameworks that streamline service and elevate the customer experience. In Saudi Arabia, agile innovation models like Alinma Bank’s digital factory accelerate product launches and improve customer alignment.

As the region continues to evolve, banks that combine innovation, collaboration, and customer-centric transformation will achieve sustainable growth and long-term market leadership.

Check this out UAE Crypto Regulation Sets Global Blueprint

Financial

UAE Crypto Regulation Sets Global Blueprint

Published

4 days ago

October 7, 2025

Integrator Web-Editor

By Karl Naïm, Group Chief Commercial Officer, XBTO

The UAE has evolved from a crypto sandbox to a global model for digital asset regulation, demonstrating how policy clarity, investor protection, and innovation can coexist. Once a regional testing ground, the nation now leads in tokenization, blockchain adoption, and institutional-grade compliance — setting a framework others are eager to emulate.

Institutions Move from Observation to Adoption

Over the last two years, institutional investors — from sovereign funds to global asset managers — have shifted from cautious exploration to structured allocations in digital assets. Yet, these investors only engage when they see robust regulatory infrastructure.
Here, UAE crypto regulation stands apart. While the U.S. remains divided over jurisdictional control and Europe’s MiCA awaits full rollout, the UAE offers a complete ecosystem where policy meets execution. This maturity has transformed the country into a trusted base for large-scale blockchain initiatives.

Two Regulatory Paths, One Unified Objective

The UAE’s approach balances innovation and oversight through two distinct yet aligned regulatory arms.

Abu Dhabi Global Market (ADGM): Through the Financial Services Regulatory Authority (FSRA), it licenses custody, tokenization, and brokerage activities under strict governance criteria.
Dubai’s Virtual Assets Regulatory Authority (VARA): Instead of classifying asset types, VARA regulates activities, giving firms flexibility to innovate without restarting their licensing process.

This dual model ensures both stability and adaptability — a rare equilibrium that reinforces confidence among enterprises and investors.

Tokenization Moves from Pilot to Production

In 2023, Neovision and Realize launched one of the first tokenized U.S. Treasury funds under ADGM’s oversight, now part of a market valued at over $2.4 billion. Soon after, HSBC piloted tokenized gold settlement in the Emirates, leveraging the UAE’s mature legal and technical infrastructure.
Unlike most markets, where tokenization remains conceptual, the UAE has operationalized it across corporate bonds, commodities, and private equity. This tangible progress makes UAE crypto regulation a benchmark for turning blockchain theory into enterprise-scale reality.

Proven Resilience Through Market Turbulence

The UAE’s frameworks were tested during the 2022 digital asset downturn. While some regions froze licensing or enforcement, VARA introduced stricter custodial and marketing rules while continuing to issue licenses transparently.
In 2024, both VARA and ADGM demonstrated accountability by penalizing unlicensed operators and enforcing compliance — signaling a regulatory environment that values both innovation and discipline.

Blockchain Beyond Finance

Beyond crypto trading and tokenization, the UAE is using blockchain to drive cross-sector innovation.

Ras Al Khaimah has built a dedicated Web3 zone for decentralized applications.
Sharjah is piloting blockchain in public services, from identity to supply chain tracking.
This diversification proves the national model’s flexibility and depth, blending economic and civic value under a unified UAE crypto regulation framework.

Geography Meets Governance

Situated between Asia and Europe, the UAE benefits from time-zone overlap, U.S. dollar settlement, and investor-friendly tax structures. Yet its real advantage lies in policy precision. Since 2023, VARA has issued frequent updates and consultative papers, responding dynamically to industry input.
Following its removal from the FATF grey list in 2024, the UAE has accelerated compliance reforms faster than most peers, turning global scrutiny into strategic progress.

A Replicable Blueprint for the World

While the U.S. debates regulatory ownership and Europe await MiCA’s maturity, the UAE has implemented a live, multi-emirate framework. It balances openness with oversight — a model now studied by global policymakers.
For institutional investors, the question has shifted from if to were. Increasingly, the answer is clear: the UAE — where crypto regulation is no longer an experiment, but the emerging global standard.

Read our previous post, UAE Depreciation Rules Boost Real Estate Investment

Financial

UAE Depreciation Rules Boost Real Estate Investment

Published

4 days ago

October 7, 2025

Integrator Web-Editor

By Shabbir Moonim, CFO, The Continental Group

Shabbir Moonim,Chief Financial Officer at The Continental Group. — **Shabbir Moonim**

A Sharper Edge for UAE Property Depreciation Investors

The UAE property depreciation is reshaping how businesses and family offices view property as an investment. Real estate has always anchored wealth and stability, but its treatment within corporate tax frameworks now determines how effectively it performs over time.

The latest guidance allows depreciation deductions on properties valued at fair market value, adding a layer of fiscal precision. Companies choosing the realization basis—deferring tax until sale—can now claim an annual deduction of up to 4 percent on the property’s original cost or written-down tax value. This refinement strengthens property’s role inside long-term, tax-efficient portfolios.

How Depreciation Boosts UAE Property Cash Flow

Investment success depends not only on appreciation but also on liquidity and reinvestment power. Depreciation lowers taxable income, improving post-tax returns for assets that are typically illiquid.

For structured property holders, claiming depreciation under fair-value accounting boosts internal yield and aligns property with other income-producing assets. Even at a modest 4 percent, the deduction releases capital that can be reallocated or retained, enhancing overall portfolio efficiency.

Moreover, this recurring offset stabilizes cash flows, giving investors predictable returns that complement the long-term nature of property ownership.

Aligning UAE Property Depreciation with Tax Efficiency

Previously, owners had to choose between fair-value accounting and depreciation benefits. Businesses valuing properties at market rates lost tax deductions, while those using historical cost models retained them. The new UAE depreciation rules remove this compromise.

Now, companies can maintain up-to-date valuations and still claim depreciation, ensuring transparency and consistency. This alignment allows property to compete directly with other investment classes, from private equity to listed securities, on a balanced tax basis.

Consequently, financial planners can make clearer, data-driven decisions about capital allocation and portfolio composition.

Small Rule, Big Impact on UAE Property Investment

While no single regulation redefines real-estate logic, subtle fiscal changes can transform investment behavior. This policy turns property from a passive holding into an active component of strategic capital management.

It also reflects the UAE’s commitment to predictable, rules-based governance that supports investment without distorting markets. For business owners and families planning across generations, this stability builds confidence and encourages long-term commitment to the country’s economy.

Ultimately, the UAE depreciation rules help transform real estate from a static asset into a dynamic tool for tax optimization and sustainable growth.

A Foundation for Smarter Real Estate Portfolios

These reforms make it easier to incorporate real estate within diversified investment portfolios. They support businesses in balancing cash flow needs, compliance requirements, and performance targets.

For investors, the message is clear: property can now compete with other asset classes not only on returns but also on efficiency and resilience. The UAE continues to build a financial landscape where predictability and innovation work hand in hand.

About the Author

Shabbir Moonim is the Chief Financial Officer at The Continental Group, with over 25 years of experience in finance, strategy, and governance. He aligns financial operations with enterprise growth, oversees risk management and treasury, and drives regulatory readiness and data-driven decision-making across the organization.

About The Continental Group

Founded in 1994 by Ashok Sardana, The Continental Group is a leading insurance and financial services provider licensed by the UAE Insurance Authority, SCA, and DFSA. With over 250 professionals operating across Europe, the Middle East, and Asia, the Group offers customized solutions in investments, wealth management, succession planning, and insurance. Its core values — integrity, insight, and innovation — continue to drive client trust and long-term financial well-being.

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