AI company Eluviant, today announced the launch of Aurora Flow, a frontier ‘video understanding’ model purpose-built for live, enterprise-scale surveillance. The solution has already been deployed in live environments, and is capable of running fully air-gapped, across multiple cameras and in near real-time.

Aurora Flow represents a significant technical milestone by solving one of the most challenging problems facing scale commercial deployment of video intelligence: the ability not just to analyse what is happening across a sequence of movement over time, but to understand whether further review or action is required. This extends Eluviant’s existing platform that has been proven in production for years; an unsupervised self-learning engine that flags genuinely unforeseen events and a vision language model (Aurora) that has sat inside the live alerting decision for the past 18 months.

By recognising movement patterns and contextualising behavioural sequences as they unfold, Aurora Flow unlocks use cases that were previously out of reach for organisations operating in the world’s most secure and sensitive environments. Equipment tampering, unsafe climbing in dangerous environments, and dangerous driving are just a few of the behaviours that can be more accurately identified as they happen using AI video understanding.

Rafik Lamri, Regional Director, META at Eluviant, said: “We believe Aurora Flow is a frontier AI model in surveillance and a step change in what video intelligence can deliver, moving beyond detection and into genuine understanding and evaluation of behaviours and actions in complex live environments. It addresses a challenge that traditional video analytics has struggled to solve efficiently: the ability to understand what is happening in the moment when a single still frame is not enough. Things like fighting, climbing and theft have typically required human eyes to detect them accurately – now we can help operators focus on what needs their urgent attention by putting AI into the alert decision.”

Founded in 2017, Eluviant has spent nearly a decade proving that existing surveillance infrastructure can be so much more than a security measure. Today, organisations across every sector are recognising the untapped operational value sitting within their existing camera networks, driving a growing market for enterprise-scale video intelligence which is expected to be worth $30bn by the end of the decade. In the Middle East, UAE and Saudi Arabia lead the video surveillance market which is valued at USD 4.3 billion¹.

“The Middle East’s enterprise-scale video intelligence market is experiencing high growth due to smart city initiatives, large-scale infrastructure projects and government-mandated security measures,” Lamri added. “With our advances in video AI, we are making it far easier for organisations to manage large numbers of camera feeds. Using Aurora Flow, we were able to reduce 4,000 potential events in a day to just 7 verified alerts – 0.2% of the total volume. But this technology isn’t just empowering operators to reduce control room workloads and respond more quickly to incidents; it is enabling them to harness their existing footage as a rich data source for decision-making across their operations.”

Formerly IntelexVision, the company has also announced a full rebrand, and today steps forward with a new name and brand identity as Eluviant that reflects both the rapid evolution of video intelligence in the age of AI and the company’s ambition to continue pushing the boundaries of what’s possible in computer vision for video surveillance.

Eluviant’s technology is trusted across a range of demanding operational environments, from retail and critical infrastructure to smart cities. Whether supporting loss prevention, anomaly detection or rapid incident response, its solutions are built to meet the needs of organisations that require reliable, scalable AI across complex, multi-camera environments in real-time.

Eluviant works with enterprise customers representing some of the largest organisations in their sectors, and more than 60 technology and commercial partners. With over 250 deployments across five continents, Eluviant customers include Airbus, DP World, Prosegur and Vodafone.

The Pharmaceutical Research and Manufacturers Association in Gulf (PHRMAG), the region’s leading innovative biopharmaceutical research companies, and the Authority of Social Contribution – Ma’an, the Abu Dhabi Government’s official channel to receive social contributions, has announced a strategic collaboration aimed at enabling access  for oncology and rare disease patients most in need to innovative solutions and modern treatments, within an integrated framework aligned with the national health insurance system.

The collaboration brings together public and private sector to address a pressing issue, with a shared commitment to providing long-term impact, and continued care delivery for targeted patients. It further strengthens family stability resilience when facing health challenges, while contributing to broader social cohesion and supporting the objectives of the Year of the Family.

H.E. Abdullah Al Ameri, Director General of the Authority of Social Contribution – Ma’an, said:
“Our collaboration with PHRMAG represents a strategic step towards establishing a long-term and integrated healthcare system for oncology and rare disease patients in Abu Dhabi, reflecting our commitment to supporting key social priorities that matter to community members, particularly in the healthcare sector.

“At the Authority of Social Contribution – Ma’an, we are committed to directing social contributions and efforts towards creating tangible impact in the lives of the community members, including patients with complex medical conditions. This collaboration reflects a model of integrated roles between the public and private sectors, by leveraging the expertise of companies within ‘PHRMAG’ and unifying their efforts through the Authority’s platform, which ultimately contributes to enhancing access to specialised healthcare services, improving quality of life, and reinforcing the values of shared responsibility and social solidarity.”

The Authority will oversee allocation of contributions in line with agreed project milestones. A dedicated committee will also be established to monitor the initiative’s progress through monthly meetings aimed at assessing developments, providing the necessary strategic guidance, and reviewing progress achieved, ensuring effective collaboration and continuous knowledge exchange between both parties throughout the duration of the project.

H.E. Mohammed Abdullah Al Awadi, Executive Director of the Health System Financing Regulation Sector at the Department of Health – Abu Dhabi, said: “We are thrilled to witness the collaboration between the Authority of Social Contribution – Ma’an and PHRMAG, which will contribute to supporting our mission of ensuring accessible, world-class healthcare for community members, accelerating innovation and research within the healthcare sector, and advancing the early detection and treatment of rare diseases. This collaboration contributes to building a healthier society with longer, better wellbeing for individuals, while further strengthening Abu Dhabi’s position as a leading destination for innovation in life sciences.”

Sameh El Fangary, Chairman of PHRMAG, added: “As an industry association representing innovative pharmaceutical companies, we are committed to partnering with Abu Dhabi’s health and social authorities to ensure continuity of patients having access to treatment and care when needed. This collaboration with the Authority of Social Contribution – Ma’an reflects our shared ambition to co-create sustainable solutions that improve access to high-quality medical care for those who need it the most from oncology and rare disease patients.”

The partnership reflects Abu Dhabi’s ongoing commitment to strengthening collaboration between the public and private sectors, as an effective approach to addressing complex healthcare challenges.

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About the Authority of Social Contribution – Ma’an

Established in 2019 by the Department of Community Development Abu Dhabi (DCD), The Authority of Social Contribution – Ma’an is the Abu Dhabi government’s official channel to receive social contributions, dedicated to uniting community efforts and fostering a culture of giving by collecting contributions, directing them towards social priorities, empowering social enterprises, and promoting volunteering to build a cohesive community.

The Authority supports projects that address social priorities in health, education, environment, infrastructure, and social services, aiming to nurture a collaborative and active community by connecting individuals and entities in the public, private, and civil society spheres to support their communities.

Contributions made to the Authority of Social Contribution – Ma’an are transparently deployed in full to social projects led by key partners meaning benefactors can maximise the impact their funds have in driving community engagement and providing access to essential resources, programmes, and funding for organisations across Abu Dhabi to achieve their Corporate Social Responsibility and sustainable development goals.

By Amjad Alqaqaa – Vice President – MEAI

Power sectors around the world are undergoing rapid transformation. Digital technologies, advanced materials, and the shift towards lower-carbon energy are reshaping how power plants and critical infrastructure are designed, operated, and maintained. Yet one persistent challenge continues to hold the sector back: a shortage of people with the right engineering and technical skills.

As the UAE continues to advance its ambitions as a leading hub for innovation and technology, there is an increasing need to strengthen and future-proof STEM capabilities to keep pace with evolving industry demands. According to a report by STEM workforce consultancy SThree, 40% of STEM professionals in the UAE believe that upskilling and reskilling are the most effective ways to boost productivity and competitiveness. While more than a third (32%) point to skills shortages as a barrier to productivity, highlighting a clear gap between workforce capabilities and industry needs.

Additionally, data from the Hays 2026 US Salary & Hiring Trends Guide indicates that companies in the UAE are starting to slow down recruitment and instead are investing in the skills of their existing workforce, with around 42% of employers prioritising upskilling over hiring.

Research from LinkedIn also suggests demand for green skills is rising much faster than supply, highlighting a widening gap between the skills needed for the energy transition and the talent currently available in the workforce.

For power generation companies, this is more than a recruitment issue. Skills shortages can impact equipment reliability, delay maintenance programmes, and slow the deployment of new technologies. In a sector where uptime, safety, and efficiency are critical, having the right expertise in place is essential.

At the same time, interest in STEM subjects among young people has fallen in recent years.  This weakens the future talent pipeline. This means companies must do more to attract and develop STEM talent.

Showing young people what engineering looks like today

One of the challenges is perception. Many young people still associate engineering with traditional industrial roles, rather than the highly advanced, technology-driven careers available today.

Today’s engineers work with advanced digital tools, automation systems, and real-time monitoring technologies. In the power sector, they help keep turbines, pumps, and other critical systems running efficiently. They also work on challenges linked to sustainability, energy efficiency, and emissions reduction.

To address this gap, employers must play a more active role in educating emerging talent about the career opportunities in the sector. That means working more closely with schools, colleges, and universities to showcase the wide range of careers available across engineering and energy.

Partnerships between industry and academia play an important role here. For example, John Crane works closely with the University of Sheffield to support research and PhD programmes in areas such as materials science and engineering. Collaborations like this help connect academic research with real industrial challenges and encourage more students to consider careers in engineering.

These partnerships also help ensure that new research translates into practical solutions that can support industries such as power generation.

Why apprenticeships matter

Alongside academic pathways, apprenticeships are another key way to attract new talent into engineering.

They offer a practical, accessible route into engineering, allowing individuals to gain hands-on experience while working towards recognised qualifications. For employers, apprenticeships provide an opportunity to develop skills aligned to real operational needs, from maintenance and reliability engineering to digital and software capabilities.

But apprenticeships are not only for new recruits. They can also help people who are already in work develop new skills. Programmes linked to areas such as leadership, project management, and digital technologies allow employees to adapt as roles change and technology evolves.

This matters because the skills challenge is not only about bringing new people into the sector. It is also about helping the existing workforce build the capabilities needed for the future.

Building the right skills through training partnerships

Developing a skilled workforce requires more than internal programmes alone. Strong partnerships with external training providers are essential to ensure employees gain the specialist knowledge needed in highly technical environments.

Working with a network of training providers enables organisations to deliver structured learning alongside on-the-job experience. This approach ensures that training remains aligned with real operational challenges, including maintaining equipment reliability, improving efficiency, and meeting evolving safety standards.

Reaching a broader talent pool

Engineering companies need to widen their outreach and look beyond traditional recruitment channels. This includes engaging with students earlier and encouraging people from different backgrounds to consider technical careers.

In addition, requalification programmes are increasingly important in some regions. For example, in the Czech Republic, targeted requalification initiatives are helping individuals transition from other industries into engineering roles, providing a practical route to address skills shortages while bringing valuable experience into the sector.

Ensuring training programmes cater to a wide range of people with varying levels of experience can upskill new and existing workers and build a healthier talent pipeline. Providing that support is an investment that helps create a stronger, more resilient workforce in the long term.

Building the workforce of the future

The power sector plays a central role in driving the global energy transition. In the Middle East, this transition is expected to drive demand for a wide range of engineering roles, particularly in renewable energy, grid infrastructure, and related technologies, highlighting the need for targeted training and workforce development programmes to equip both new entrants and existing workers with relevant technical skills.

Engineers and technicians will be needed to maintain power plants, improve equipment performance, and develop new energy technologies. But these goals will only be possible if the industry has access to the right skills.

To achieve this, companies must think differently about talent. Strengthening collaboration with educators, improving outreach to diverse talent, and offering practical training routes such as apprenticeships all play an important role in addressing the STEM skills gap.

Apprenticeships alone will not solve the skills gap. But when combined with research partnerships and targeted workforce development, they can play a major role in rebuilding the STEM talent pipeline. By investing in people and skills today, the power sector can build the workforce it needs to support a more reliable and sustainable energy system for the future.