In The Spotlight
A consortium led by EDF power solutions, Al Khadra Partners, and OQ Alternative Energy (OQAE) officially announced the successful achievement of financial close for the 120-megawatt (MW) Jaalan Bani Bu Ali (JBB) Wind Independent Power Project.
Oman’s 120 MW JBB wind project hits financial close
As nations accelerate their shift away from carbon-intensive power generation, the challenge lies not merely in the technological deployment of renewable infrastructure, but in the intricate financial and operational orchestration required to bring these projects to fruition.
In the Sultanate of Oman, where the commitment to sustainability is firmly rooted in the ambitious framework of Vision 2040, the transition to a greener grid is moving from conceptual planning to concrete, large-scale implementation.
For industrialised and emerging economies alike, the primary hurdle in scaling renewable energy has historically been the gap between policy goals and actionable, bankable infrastructure. Developing utility-scale wind farms requires more than just geography; it demands the alignment of government procurement, private sector investment, and technical expertise. The financial close of a major project is often the most significant milestone in this journey, signalling that a project has secured the necessary capital, risk mitigation, and contractual stability to move from the boardroom to the construction site.
Oman has been systematically laying the groundwork for this transition, aiming to increase the share of renewable energy in its national electricity mix to at least 30 per cent by 2030. This strategy serves a dual purpose: supporting the Sultanate’s Net Zero 2050 ambitions while ensuring long-term energy security through diversification. Within this market context, the ability to attract international consortiums to develop infrastructure has become a key indicator of the country’s growing appeal as a hub for sustainable investment.
This week, the Sultanate marked a significant step forward in this journey. A consortium led by EDF power solutions, Al Khadra Partners, and OQ Alternative Energy (OQAE) officially announced the successful achievement of financial close for the 120-megawatt (MW) Jaalan Bani Bu Ali (JBB) Wind Independent Power Project.
The project follows the execution of a 20-year Power Purchase Agreement (PPA) with Nama Power and Water Procurement Company (Nama PWP). Located in the South Al Sharqiyah Governorate, approximately 440 km from the Port of Duqm, the wind farm is set to become one of the country’s most prominent onshore wind energy initiatives. The facility will comprise 16 wind turbines, each boasting a generation capacity of 7.7 MW, and is expected to commence commercial operations in the third quarter of 2027.
The environmental and economic implications of the JBB Wind Project are substantial. Once operational, the farm is projected to supply renewable electricity to more than 13,500 Omani households annually while avoiding over 270,000 tonnes of CO₂ emissions each year. Beyond the environmental gains, the project is designed to bolster local economic development, creating opportunities for skills transfer, job creation, and enhanced participation for Omani businesses during both the construction and operational phases.
Reflecting on the achievement, Luc Koechlin, CEO Middle East of EDF power solutions, said: "Achieving financial close on the JBB Wind Project is a major milestone for all partners involved and demonstrates the confidence of lenders in both the project and Oman's renewable energy market."
This milestone reaffirms the viability of Oman’s renewable sector and underscores the collaborative approach required to drive the Sultanate toward its long-term decarbonisation objectives.
epth has unveiled its new AI-driven operating system for the construction industry, aiming to transform how projects are delivered from design to operations.
Zepth launches AI operating system to modernise construction
The construction industry, despite being one of the largest global economic drivers, has long struggled with a fragmented digital infrastructure.
For decades, developers and contractors have relied on a collection of disparate point solutions—separate software for design, procurement, and project management. This "siloed" approach inevitably leads to communication gaps, administrative bottlenecks, and significant project delays. In a rapidly evolving economic landscape, the complexity of these legacy systems has become a structural liability rather than an asset.
The primary industry challenge lies in the sheer volume of data trapped within these disconnected platforms. When information regarding RFIs, submittals, budgets, and site inspections is stored in isolated "filing cabinets," visibility is compromised. Project managers spend an inordinate amount of time chasing documentation rather than focusing on execution. Furthermore, traditional "Big Tech" solutions, while once pioneering, have failed to adapt to the real-time demands of modern job sites. They remain complex relics of a bygone era, no longer fit for the high-pressure, fast-paced requirements of contemporary construction enterprises.
To bridge this gap, Zepth has unveiled its new AI-driven operating system for the construction industry, aiming to transform how projects are delivered from design to operations. Rather than acting as a mere dashboard or a collection of bolt-on features, Zepth functions as a single, connected intelligence layer. By unifying construction (Core), procurement (Vector), and asset management (Edge) on one record, the platform allows for a seamless flow of data.
At the heart of this "operating system" is a sophisticated AI ecosystem. Unlike generic chatbots, Zepth employs specialised AI agents integrated into every module of the platform. These agents perform the heavy lifting, such as reading complex drawings, reviewing submittals against technical specifications, matching invoices, and flagging potential risks before they impact the critical path. This system maintains human oversight; all consequential decisions require human sign-off, ensuring that the technology serves as a partner to human expertise rather than a replacement.
“Zepth stands at the forefront of the AI revolution, redefining the common-data environment with AGI-driven human-level intelligence,” says Prasoon Shrivastava, Founder of Zepth. “Our platform epitomises intelligence, simplicity, and efficiency, designed for the modern world. Zepth's AI-driven solutions are delivering extraordinary efficiency and precision to clients globally. The traditional Big Tech solutions, while once groundbreaking, now lag in a rapidly changing world. They are complex relics of a bygone era , no longer the best fit for today's dynamic industry needs.
The introduction of this AI-native approach marks a significant shift in the construction sector. By automating routine administrative tasks, Zepth claims it can significantly accelerate project timelines and reduce budget overruns. For stakeholders, ranging from project owners and developers to general contractors—the objective is clear: to transition from a model of reactive "chasing" to one of proactive, data-driven decision-making. As the firm continues to expand its AI ecosystem, it is setting a new benchmark for what a truly integrated digital enterprise looks like in one of the world's least digitised, yet most essential, industries.
The camp gives participants access to the latest AI applications and best practices in an environment that combines hands-on learning with practical experience.
The UAE AI Camp 2026 is officially underway
The rapid proliferation of artificial intelligence is fundamentally altering the global economic landscape.
As industries from healthcare to finance undergo a digital metamorphosis, organisations are finding themselves in an increasingly competitive race to harness the power of automation and machine learning. However, this transition is not without its hurdles. The primary challenge currently facing the business community is not the availability of AI technology itself, but the widening chasm between available tools and the human capital required to deploy them effectively.
Industry analysts observe that while innovation is moving at an exponential pace, workforce readiness is struggling to keep step. For many enterprises, the barrier to entry remains complex: how does one integrate sophisticated AI models into legacy systems while ensuring ethical governance and operational security? This "implementation gap" has become a central focus for policymakers and educators worldwide. As the global economy pivots towards an intelligence-led future, the necessity for robust, accessible training programmes has never been more urgent. Universities and private training providers are now tasked with the responsibility of creating lifelong learning ecosystems, ensuring that the workforce is not merely technologically literate, but capable of orchestrating human-centric AI solutions that drive sustainable growth.
A Strategic Response to Technological Evolution
Within the United Arab Emirates, the commitment to leading this digital shift is underscored by a national focus on future-ready governance and capacity building. As organisations seek to transition from experimental AI pilots to scalable, agentic models—which promise to automate complex tasks and streamline decision-making—there is a palpable need for collaborative frameworks that foster practical, hands-on experience.
It is within this landscape of rapid transformation that the UAE AI Camp 2026 has been established. Serving as a crucial bridge between theoretical innovation and commercial application, the initiative aims to provide the foundational support required for institutions and professionals to navigate the complexities of modern automation. By fostering an environment where technical expertise and business strategy intersect, the camp is designed to empower participants to build internal implementation units that can drive long-term digital maturity.
Empowering Growth Through the UAE AI Camp 2026
The UAE AI Camp 2026 has officially opened its doors, introducing a sophisticated suite of new workshops and global partnerships designed to accelerate the region’s AI adoption. By facilitating collaboration between international tech experts and local organisations, the camp provides a structured pathway for developers, project managers, and business leaders to refine their approach to AI integration.
The programme’s curriculum emphasises the importance of "human-in-the-loop" systems, ensuring that participants learn how to implement AI whilst maintaining essential oversight and governance. Through a series of intensive sessions, attendees gain actionable insights into creating measurable business cases, effectively managing risk, and optimising operational workflows. With the addition of new global partnerships, the 2026 edition of the camp offers unprecedented access to cutting-edge research and best-practice frameworks from leading international technology providers. This initiative represents a cornerstone of the UAE’s strategic vision, ensuring that its workforce is equipped to lead in an era defined by artificial intelligence and digital resilience. By converting these insights into practical deliverables, the UAE AI Camp 2026 is positioning the nation at the forefront of the global AI economy.
The symposium brought together a distinguished group of experts, senior executives, and decision-makers from both the energy and financial sectors.
Sohar International fuels Oman’s energy growth
The Sultanate of Oman is navigating a profound economic transformation, underpinned by an ambitious drive to diversify its national revenue streams and redefine its role within the global energy landscape.
For decades, traditional hydrocarbon resources have been the absolute bedrock of the nation's prosperity. However, as international markets increasingly pivot towards sustainable alternatives, Oman is strategically positioning itself to capitalise on this global shift. The nation's overarching blueprint, Oman Vision 2040, lays out a comprehensive framework for sustainable economic development, placing a heavy emphasis on reducing reliance on oil while concurrently fostering growth in emerging sectors. This transition is a crucial economic strategy designed to safeguard long-term prosperity, ensure energy security, and enhance the country's competitiveness on the world stage. Consequently, the energy sector, acting as a critical pillar of the Omani economy, is undergoing a period of rapid and unprecedented evolution across the wider Gulf region.
Navigating the Transition and Capital Requirements
Despite this clear strategic direction, the journey towards a diversified and future-ready energy ecosystem is fraught with complex challenges. Accelerating the energy transition requires more than just ambitious targets; it demands robust policy frameworks, technological innovation, and, most crucially, massive capital deployment. Transitioning from a legacy infrastructure reliant on fossil fuels to a dynamic matrix incorporating renewables, natural gas, and green hydrogen involves overcoming significant logistical and financial hurdles. The sheer scale of the required energy infrastructure upgrades is daunting. Furthermore, the global competition for green investment is fierce. To attract the necessary domestic and foreign direct investment, the region must present an attractive, stable, and forward-looking environment. Addressing these multifaceted challenges is vital, as any delay in mobilising resources could hinder the pace of GDP growth and stall the broader economic diversification agenda.
The Convergence of Finance and Energy
Addressing these formidable challenges necessitates a fundamental shift in how large-scale projects are conceptualised and funded. The solution lies in the strategic convergence of the financial services sector and the energy industry. Historically, these two spheres may have operated with a degree of separation, but the demands of the modern energy transition dictate a symbiotic relationship. Financial institutions must step beyond their traditional roles as mere lenders to become proactive partners and strategic advisors. By fostering deep collaboration, the banking sector can help unlock the massive tranches of investment required to drive innovation and support sustainable development. This collaborative model empowers energy companies to scale up operations, explore untapped markets, and build the resilient infrastructure needed for the future. It is the active participation of the private sector that will translate national economic visions into tangible realities.
Sohar International and OPAL's Strategic Symposium
In direct response to this critical market need, Sohar International has taken a decisive step to facilitate this vital convergence. Reaffirming its commitment to enabling sustainable economic growth, the institution recently hosted a high-level joint symposium titled 'Oman's Energy Sector in a Reshaped Gulf: Driving Economic Growth, Investment, and Global Competitiveness.' Organised in strategic collaboration with the Oman Energy Association (OPAL), the event successfully convened a distinguished group of industry experts, senior executives, and key decision-makers from both the energy and financial sectors.
The symposium provided a vital platform to explore the rapid evolution of the energy sector, focusing on unlocking promising investment opportunities. Participants rigorously examined emerging avenues for capital deployment across renewables, gas, hydrogen, and wider energy infrastructure.
Speaking on the bank’s proactive approach, Abdulwahid Mohamed Al Murshidi, Chief Executive Officer, Sohar International, stated: “At Sohar International, we see our role extending beyond banking. We are committed to being an enabler of growth in strategic sectors. The energy sector is central to Oman's future, and through platforms like this symposium, we aim to drive dialogue, mobilise investment, and forge the partnerships needed to position Oman as a globally competitive energy hub.”
Eng. Mohammed Hamood Al Naabi, Chief Executive Officer, Oman Energy Association (OPAL), noted: “The partnership with Sohar International reflects our shared commitment to advancing Oman's energy sector. OPAL believes that strong collaboration between industry and finance is essential to unlock investment, drive innovation, and ensure the sector continues to support Oman's economic diversification and the goals of Vision 2040.”
Through financing projects that champion energy security and diversification, Sohar International continues to cultivate a resilient ecosystem for Oman.
The Environment Agency – Abu Dhabi (EAD) and the Department of Municipalities and Transport (DMT) have formally entered a pivotal new phase of collaboration.
Data-driven clean-ups transform Abu Dhabi's environment
Tackling environmental waste is no longer just about deploying teams with bin bags; it is evolving into a highly sophisticated, data-driven science.
In a significant move that highlights a modern approach to conservation, the Environment Agency – Abu Dhabi (EAD) and the Department of Municipalities and Transport (DMT) have formally entered a pivotal new phase of collaboration. This partnership, operating under the robust framework of the Abu Dhabi Waste Management Strategy, focuses on delivering an intensive programme of environmental clean-up activities. However, this is not a traditional sweep of public spaces. Instead, it represents a multifaceted initiative that seamlessly combines structured field operations with systematic, rigorous data analysis, perfectly reflecting a shared, overarching commitment to supporting Abu Dhabi’s broader environmental protection and sustainability agenda.
This inter-agency collaboration forms a crucial part of a much larger, cohesive vision designed to unify government efforts across the emirate. The primary objective is to fundamentally transform standard clean-up operations from reactive chores into powerful, proactive strategic tools for long-term environmental monitoring. By pooling resources, expertise, and operational capacities, the EAD and the DMT are setting a new standard for how municipal and environmental bodies can work in tandem. To date, this joint initiative has already seen substantial physical progress on the ground. Four targeted clean-up campaigns have been successfully carried out at carefully selected sites across the region. Building on the momentum of these initial successes, comprehensive plans are currently underway to significantly expand the scope of the project. This expansion includes the delivery of two highly specialised marine operations, which will be executed in addition to a continuous, year-round series of terrestrial and coastal cleaning efforts.
What truly sets this ambitious programme apart is its refusal to stop at the mere physical removal of rubbish from targeted sites. Instead, the initiative adopts a highly systematic, scientific methodology to process the collected materials. Every item of refuse is subjected to a rigorous protocol that includes precise waste classification, accurate weighing, and meticulous documentation. This wealth of information is securely logged within a highly structured field database operating under the umbrella of the Sahim – Citizen Science programme. Once the data is entered, it is subjected to in-depth analysis to identify the most prevalent types of waste polluting both terrestrial and marine environments. This analytical approach provides government authorities with a remarkably clear, evidence-based picture of complex waste patterns and their spatial distribution across different ecosystems.
Furthermore, the collaborative initiative strongly underscores the reality that institutional efforts alone are insufficient; active community participation remains an absolutely essential element in achieving long-term, genuine environmental sustainability. The project actively encourages individuals within the community to adopt highly responsible waste management behaviours in their daily lives. By involving the public, whether directly or through the transparency of the Sahim programme, it actively fosters a vital culture dedicated to maintaining the pristine cleanliness of both natural habitats and shared public spaces. It aims to instil a sense of civic duty and environmental stewardship that resonates well beyond the designated clean-up days.
Ultimately, these combined efforts serve as a sterling model of integration, demonstrating how rigorous physical fieldwork can be perfectly married with high-level institutional support and advanced data analytics. By turning everyday refuse collection into actionable intelligence, the project not only cleans the immediate landscape but also informs future policy and preventative strategies. This holistic, scientifically backed approach reinforces Abu Dhabi's hard-earned position as a true pioneer in knowledge-based, partnership-driven environmental management. As the programme continues to roll out its planned marine and coastal operations throughout the remainder of the year, it stands as a testament to the power of strategic collaboration in the ongoing fight to preserve our natural world for future generations.
The AIJRF has officially launched the advanced and updated edition of its flagship educational initiative.
AIJRF launches specialised Agentic AI content creation programme
The AIJRF has officially launched the advanced and updated edition of its flagship educational initiative.
The newly unveiled curriculum, titled the Specialised Programme: Artificial Intelligence Journalism, Agentic AI & Content Creation (AIJD 2.0), represents a critical milestone in harmonising autonomous systems with modern media production.
This pioneering programme is the direct evolution of the Professional Diploma in Artificial Intelligence Journalism and Media of the Metaverse (AIJD). When originally introduced by the AIJRF in 2021, the AIJD made history as the first Arab and international professional diploma exclusively dedicated to Artificial Intelligence Journalism. The launch of AIJD 2.0 reflects the organisation's unwavering commitment to continuously updating its applied programmes. It serves as a direct response to the rapid transformation of the content creation industry and the growing integration of Fourth Industrial Revolution technologies into modern newsrooms.
A central driver behind this comprehensive redesign is the urgent need to meet emerging professional requirements and labour-market demands projected through the year 2030. The media industry is no longer solely reliant on basic automation; it is rapidly adopting Agentic AI, AI agents, multimodal models, and intelligent automation. To ensure media professionals are adequately prepared for this shifting paradigm, AIJD 2.0 pivots heavily toward these advanced systems, ensuring that participants are not merely observers of this technological wave, but highly skilled practitioners.
To achieve this ambitious educational goal, the AIJRF has implemented a highly rigorous training methodology. The programme fundamentally departs from purely academic models by utilising a framework based on 20 per cent theoretical knowledge paired with 80 per cent practical application. This intensive focus on applied learning ensures that students spend the vast majority of their time working directly with the tools of Agentic AI, rather than simply studying their underlying concepts in the abstract.
Spanning a comprehensive 40 applied training hours, the Specialised Programme is meticulously structured across seven distinct modules. Within this extensive framework, participants will receive hands-on, practical training on an impressive roster of more than 40 different technological applications. These encompass traditional artificial intelligence frameworks, generative AI models, and cutting-edge Agentic AI tools. By interacting with such a diverse ecosystem, participants learn to design and produce sophisticated content, whilst mastering the intricacies of operating multifaceted digital platforms.
A cornerstone of the AIJD 2.0 curriculum is its commitment to project-based learning. The programme requires the completion of seven distinct applied projects, with one specialised assignment directly linked to each of the seven modules. Furthermore, participants must complete an integrated final project under specialist supervision, which is ultimately presented to the diploma's assessment committee. This rigorous structure empowers participants to move beyond theoretical knowledge, enabling them to develop practical systems for content production, digital platform management, media monitoring, and operational automation.
Crucially, while the programme is heavily anchored in future technologies, it maintains a strong human-centric philosophy. The AIJRF ensures that the curriculum emphasises the development of intelligent media organisations using traditional and Agentic AI without sacrificing the human element. The programme is distinctly designed to preserve the leading, irreplaceable role of human professionals in strategic decision-making, nuanced creativity, editorial supervision, and ethical governance.
The launch of AIJD 2.0 marks a transformative moment for media professionals globally. By bridging the gap between advanced Agentic AI systems and practical content creation, the AIJRF is cultivating a new generation of digital architects. These talented individuals will not only navigate the complexities of the Fourth Industrial Revolution but will actively define the future standards of intelligent, ethically governed journalism.
The Sharjah Digital Department (SDD) has launched a comprehensive initiative to fortify the readiness of its governmental workforce.
Sharjah Digital Department pioneers AI workforce readiness
The unyielding evolution of artificial intelligence is profoundly reshaping the structure of global public administration.
This transition demands a modern workforce that is not only technologically aware but highly proficient in deploying advanced digital tools. In a decisive move to remain at the vanguard of this technological shift, the Sharjah Digital Department (SDD) has launched a comprehensive initiative to fortify the readiness of its governmental workforce. By bridging the gap between theoretical knowledge and practical execution, the department ensures its professionals can seamlessly harness artificial intelligence to elevate complex day-to-day operations.
To facilitate this ambitious upskilling endeavour, the Sharjah Digital Department has formed a strategic partnership with the Shams AI Club, situated at Sharjah Media City (Shams). Together, they hosted a highly specialised training workshop titled “Artificial Intelligence and Digital Media”. This bespoke educational programme constitutes a critical component of the SDD’s ongoing efforts to cultivate its employees’ technological capabilities. The primary objective is to solidify the workforce's ability to seamlessly apply artificial intelligence frameworks across various operational verticals. By undertaking this focused upskilling, the department aims to drive greater operational efficiency, enhance daily workplace productivity, and significantly elevate the overall structural quality of institutional outputs.
Recognising that distinct sectors naturally require tailored technological solutions, the collaborative programme meticulously targeted professionals whose roles are most acutely impacted by generative technologies. The specialised workshop brought together dedicated employees operating within the media, marketing, and design departments. Throughout the intensive sessions, the central focus remained on developing both foundational knowledge and highly practical, actionable skills. Facilitators guided attendees through the nuances of utilising sophisticated artificial intelligence tools to actively support digital content creation, streamline intensive media production workflows, and optimise digital marketing campaigns. The extensive programme highlighted multiple avenues for applying emerging technologies in ways that directly contribute to heightened institutional performance and the refinement of administrative operations.
The structural success of technological adoption relies heavily on visionary leadership and rigorous strategic alignment. H.E. Eng. Lamia Al Hosan Al Shamsi, the Director of the Sharjah Digital Department, articulated that the successful integration of artificial intelligence is fundamentally dependent on cultivating skilled professionals who can apply these systems effectively within the contemporary workplace environment. She emphasised that continuous investment in the digital capabilities of employees remains a paramount priority. Such investments ensure that disruptive technologies yield stronger organisational performance, improved departmental outputs, and greater systemic efficiency across the government sector.
Underscoring this long-term vision, H.E. added: “SDD is committed to developing a work environment that keeps pace with technological advancements by investing in the digital capabilities of its employees. These capabilities are a key enabler of the Sharjah Digital Transformation Strategy 2026-2028, which focuses on building a more future-ready government, strengthening a culture of innovation, and empowering government professionals to apply emerging technologies in support of sustainable digital transformation.”
To guarantee that attendees walked away with a robust understanding of the technological shift, the workshop covered a meticulously curated syllabus. The curriculum explored the historical evolution and fundamental principles of artificial intelligence before transitioning into highly technical territory. Participants deeply explored the mechanics of advanced language models and the precise deployment of artificial intelligence applications tailored for digital media and marketing. Crucially, the training addressed complex competencies such as intricate prompt engineering and the automated generation of high-resolution images and video content. Furthermore, the sessions dedicated substantial time to exploring the ethical use of artificial intelligence and the future of work.
The initiative’s distinctly practical focus ensured that participating government employees were thoroughly equipped with the actionable knowledge required to integrate advanced digital tools into their daily responsibilities more efficiently. This focused empowerment directly reflects Sharjah’s unwavering commitment to cultivating a digitally proficient government workforce capable of leveraging state-of-the-art innovations to deliver significantly enhanced public services.