Abu Dhabi: ADGM assets under management show 33% YoY rise in Q1
Image: ADGM
Abu Dhabi Global Market (ADGM) has recorded a strong start to 2025, posting significant year-on-year growth across its ecosystem in Q1, as investor confidence and international interest in the UAE capital's financial centre remain high.
Backed by major regulatory developments, global engagement and jurisdictional expansion,
'ADGM's Q1 2025 performance marks the beginning of another landmark year,' said Ahmed Jasim Al Zaabi, chairman of ADGM. 'This is not just a reflection of ADGM's capabilities to deliver sustained growth, but also the trust it has gained among global and regional institutions.
'ADGM continues to expand and diversify with purpose, welcoming leading firms, deepening international partnerships, and driving digital and sustainable transformation across sectors.'
At a glance: ADGM's key growth areas in Q1
Assets under management (AUM): AUM grew 33 per cent from Q1 2024. A total of 119 fund and asset managers now manage 184 funds.
Licences: The number of new licences issued increased by 67 per cent year-on-year.
Entities: Operational entities surged 43 per cent to 2,781. Financial services entities rose 26 per cent to 367.
Workforce: More than 29,000 people are now employed on Al Maryah Island, up 17 per cent from the previous year.
Work permits: 3,509 new work permits were issued for businesses establishing on Al Reem Island.
Expanded international presence and strategic engagements
In January, an ADGM delegation attended iConnections Global Alts in Miami, held bilateral meetings in New York and Washington, and joined a panel titled 'Abu Dhabi: The Capital of Capital'.
In February, ADGM participated in a high-level UAE-China delegation led by ADDED, supporting efforts to deepen bilateral economic ties.
In April, ADGM conducted nearly 30 strategic meetings in Japan with institutions focused on private banking, wealth management and family businesses.
Al Reem Island integration and new incentives
More than 600 new businesses established on Al Reem Island and 500 existing firms migrated to ADGM licensing during Q1.
ADGM revised its fee structure in January, slashing commercial licence fees by 50 per cent or more for non-financial and retail businesses. A flat licence fee of Dhs1,000 was introduced to boost SME access.
Digital and blockchain developments
In March, ADGM signed an MoU with Chainlink to enable compliant tokenisation frameworks.
Stacks Asia and Bitgrit joined ADGM under its DLT Foundations framework.
ADGM launched an all-in-one mobile app offering compliance tools, licence renewals and regulatory updates.
A new digital real estate platform was introduced, enabling fully virtual sale and purchase transactions.
Read:
Focus on sustainable finance
The Abu Dhabi Sustainable Finance Declaration reached 170 signatories, including Aquila Capital, Century Financial, Oryx Global Partners, PwC and Olive Gaea.
The initiative continues to promote ESG integration in the region's financial sector.
Human capital and UAE National empowerment
ADGM Academy created 800 job placements for UAE Nationals across nine career tracks.
Signed strategic MoUs with Arab Youth and the Federal Tax Authority to support upskilling in technology and finance.
Published six research papers on the impact of AI in the UAE financial sector via the ADGMA Research Centre.
As the financial centre continues its expansion and regulatory innovation, it expects further growth in 2025, particularly from financial markets in Europe and Asia.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
The National
3 hours ago
- The National
Syria receives major wave of investments in six months since Assad's fall
Syria has attracted growing international investment and aid commitments in the six months since the fall of the regime of former president Bashar Al Assad, as the country seeks to rebuild its shattered economy. This rapid influx of investment marks a stark contrast to the years of economic decline and isolation that defined the country's post-2011 era. Since Mr Al Assad's departure last December, investors from across the region and beyond have started to take a stake in Syria's post-conflict recovery. Qatar, Saudi Arabia and the UAE were among the first nations to endorse the country's new leadership, with President Ahmad Al Shara invited to visit all three countries a handful of times since he took office in a bid to secure economic support. Major commitments include a $7 billion energy infrastructure deal led by Qatar's UCC Holding, a $6.5 billion aid pledge from international donors and an $800 million port development agreement with Dubai-based DP World. Half a century of recovery Despite the momentum, Syria's reconstruction needs range between $400 billion, according to the World Bank, and $1 trillion, as estimated by Mohammad Al-Shaar, Syria's Minister of Economy and Industry, last month. In February 2025, the UNDP published a report in which it estimated that Syria's economy could take half a century to recover to prewar levels. Before the 2011 uprising, Syria's economy was valued at $67.5 billion, ranking 68th globally and comparable to economies like Paraguay and Slovenia according to the World Bank. By 2023, however, years of conflict and sanctions had reduced the country's gross domestic product by 85 per cent to just $9 billion, placing it 129th in the global rankings. Between 2000 and 2010, Syria enjoyed steady economic growth averaging 4.5 per cent annually, with inflation below 5 per cent. At its peak, nominal GDP reached $60 billion, and the average income per member of the population approached $3,000. People power Despite the investments and interest, a key challenge will be getting the country workforce-ready. The prolonged war in Syria has displaced millions, with more than 6.2 million Syrians registered as refugees, and an additional 7.2 million internally displaced. This mass displacement has resulted in a substantial reduction in the available labour force, particularly in critical sectors such as construction and health care. A significant portion of the population has also experienced disruptions in education and vocational training, leading to a skills gap that hampers reconstruction efforts. To address these challenges, new initiatives like cash-for-work programmes have been introduced. These programmes aim to provide immediate employment opportunities while simultaneously rebuilding essential infrastructure. They also offer on-the-job training, helping to bridge the skills gap and empower communities to participate actively in the nation's recovery.
Gulf Business
4 hours ago
- Gulf Business
Ethara's Danny Klima on project management and its role in global sporting events
Image: Gareth Harford / Motorsport Images Photographer) courtesy E1/ For illustrative purposes In the high-stakes world of international events, delivering flawless execution while juggling complex logistics, tight timelines, and diverse stakeholders is no small feat. Danny Klima, venue portfolio director at Ethara, shares how project management principles are at the heart of the success of iconic events like the Formula 1 Etihad Airways Abu Dhabi Grand Prix last year. With over two decades of global experience and 18 years in the UAE, Klima reflects on how certifications from the Project Management Institute ( Danny Klima/ Image: Supplied How has your project management training supported the successful delivery of the Abu Dhabi Grand Prix? Live events have their own set of inherent uncertainties and risks involved with anything from weather conditions, logistical issues and last-minute changes impacting deliverables.. We need to be agile and quick to adapt and turn things around whatever the disruptions as the event has to go live. My Project Management Professional (PMP) and Program Management Professional (PgMP) certifications gave me the tools to lead cross-functional teams with a leadership style that balances decisiveness and collaboration. These qualifications also helped me foster synergy across technical teams and international stakeholders while embedding a culture of accountability. In the end, the outcome is the most crucial part of it all, and if we are able to navigate the challenges and have a process-driven approach while remaining quick on our feet to counter unexpected challenges on the way, we have a win-win situation in hand. Sustainability is another key focus. I used my training to embed sustainability within every phase of the project — from work breakdown structures and programme architecture to delivery and post-event evaluation. This structured approach helped us integrate innovations like renewable energy and waste-reduction strategies into the planning and execution process. What are some of the key sustainability initiatives at the Grand Prix? Sustainability is a fundamental part of our event blueprint. The Grand Prix operations teams are quite process-driven to ensure efficiency and they are already dialed into sustainability. Our sustainability initiatives, be it around advanced technology to reduce our energy consumption — all of our track lights are LED so it reduced our electricity demands — or our renewable project, where we commissioned a one-megawatt solar car park, are really a fundamental part of the business. F1 has a sustainability steering committee that ensures sustainability is embedded into department objectives. For a massive event like this where we have 70,000 spectators coming to an event for a 10-hour day, the impact can be huge. We focus on plastic and waste, wellbeing, energy use, fan travel, how fans get to the venue, how the event impacts the local community, and, of course, carbon. And we think about air quality. We think about noise. We think about groundwater pollution. We initiated a shift to e-tickets as part of our waste management agenda a few years ago. We didn't have to produce the plastic cards, or the lanyards. We didn't need planes and trains and buses to ship the tickets all around the world. So we eliminated all of that waste and logistics from the event, which we're really proud of. We're an old venue. Yas Marina Circuit has been operating since 2009, so we have a lot of old technology. Converting everything to LED lighting has definitely helped. Even simple solutions like having water diffusers on the bottom of taps has helped to reduce wastage especially when we have 70,000 people using the venue. We work with suppliers with sustainability strategies, who have frameworks and net-zero ambitions, and help us deliver our objectives as well. As for how we measure the success of our sustainability drive, we have a robust customer feedback survey which enables us to work around our limitations and scale up our success. We also ensure we are up to date with our certifications which showcases our adherence to sustainable measures. We also get scored by Formula 1 for our sustainability plan around plastic and waste, well-being and nature, energy, fan travel, local community and carbon. Formula 1 sets some stringent guidelines and their feedback mechanism through scoring and awards enable us to ensure we are on the right path. Looking back at the 2024 Formula 1 Etihad Airways Abu Dhabi Grand Prix — what was a key learning from this edition? The 2024 edition marked the culmination of a high-stakes season, and delivering such a multifaceted event reinforced the importance of stakeholder alignment and agile planning. Whether coordinating race-day operations or managing back-to-back headline concerts, the key learning was the need for real-time responsiveness grounded in a robust project framework. These insights will help us elevate future editions even further. How has technology — especially AI and data analytics — changed how you plan and execute events? Adaptability is key to success in this field. Data analytics has helped us optimise resource allocation, forecast demand, and reduce waste. For Formula 1, we often need to know attendee needs before they do — and AI is helping us do just that. Emerging tools are improving our ability to anticipate issues and personalise experiences, and I'm excited about the continued role of AI in shaping how events evolve in the coming years. You've lived in the UAE for nearly two decades. How has the local culture influenced your approach to event management? The UAE's emphasis on hospitality and inclusivity aligns beautifully with our goals in event delivery. Working in Abu Dhabi has taught me the value of adaptability and cultural sensitivity. The local tradition of blending innovation with heritage has helped shape my approach — whether it's integrating advanced technology or meeting global standards while honouring local customs. What does the future look like for Abu Dhabi as a global events destination? Abu Dhabi's transformation into a holistic world-class leisure and lifestyle destination is purely a byproduct of the leadership's ambitious vision backed by heavy investment into innovation that marries technology with sustainability. There are of course challenges with regards to climate and logistics and navigating permits, regulations and legal requirements. But at the end of the day, the steadfast vision to offer a memorable experience for all visitors backed by best-in-class practices and world-class infrastructure along with a robust investment into skilled workforce has ensured the emirate has been able to attract a diverse range of footfall. There is huge potential here for the global events industry and what makes the venue truly unique is the adherence to local culture while not compromising on offering the very best of services to guests. An international event like the Formula 1 Grand Prix draws its own unique crowd – from spectators to vendors to the real heroes on track. The emirate has proved over the years that it can host world class events where technology, innovation and creativity come together intricately to offer a truly memorable experience for all involved. And the cred
Al Etihad
4 hours ago
- Al Etihad
FNC discusses cooperation with Brazilian, Belarusian parliaments
7 June 2025 14:10 BRASÍLIA (WAM)Dr. Ali Rashid Al Nuaimi, Chairman of the Committee on Defence, Interior, and Foreign Affairs in the UAE Federal National Council (FNC), met with Senator Davi Alcolumbre, President of the Senate of the Federative Republic of Brazil, on the sidelines of the 11th BRICS Parliamentary Forum held at the National Congress in Brasí meeting was attended by Sara Falaknaz, FNC member, and Saleh Ahmed Al Suwaidi, UAE Ambassador to Alcolumbre praised the active participation of the UAE parliamentary delegation in the forum, and stressed the importance of strengthening parliamentary ties, which serve as a vital channel for broadening avenues of expressed appreciation for the UAE's role in promoting transparency and advancing economic development at both regional and international Al Nuaimi affirmed the depth of bilateral relations between the UAE and Brazil, noting the UAE considers Brazil a strategic partner across various sectors. He emphasised the importance of enhancing bilateral cooperation in development projects that benefit both countries and their two sides explored ways to deepen bilateral cooperation, highlighting promising opportunities in key sectors such as advanced technology, energy and economic investment, all contributing to broader and more sustainable strategic the meeting, Dr. Al Nuaimi delivered an official letter from Saqr Ghobash, Speaker of the Federal National Council, addressed to the President of the Brazilian Senate, extending a formal invitation to visit the a separate meeting, Dr. Al Nuaimi also held talks with Sergei Rachkov, Chairman of the Standing Commission for Foreign Affairs and National Security of the Council of the Republic of the National Assembly of the Republic of parties affirmed the strength of UAE-Belarus relations and stressed the importance of enhancing parliamentary cooperation, maintaining ongoing dialogue and coordination on matters of mutual interest to strengthen shared strategic objectives and mutual the meeting, attended by FNC member Sara Falkanaz, Dr. Al Nuaimi highlighted the rapid growth of UAE-Belarus relations, noting the significant opportunities for further collaboration across sectors, and stressing that current global challenges require the establishment of effective partnerships and the adoption of flexible and innovative models for international cooperation.
