logo
France's Thales to produce radar antennas in UAE this year for domestic and export sales

France's Thales to produce radar antennas in UAE this year for domestic and export sales

The National23-02-2025
French defence and technology group Thales plans to produce radar antennas in the UAE this year for domestic sales and export to global markets, as the UAE seeks more local manufacturing contracts and technical know-how transfers in its deals with international defence suppliers. The company's wholly-owned unit Thales Emarat Technologies aims to double its workforce this year to 340 people, with 30 per cent of the new hires to be Emiratis, Pascale Sourisse, senior executive vice-president of international development at Thales, told The National. That is up from the current Emiratisation rate of 20 per cent. Thales is also working with local universities to source Emirati talent, mainly engineers, for high-tech jobs. The radar factory project, first announced in 2021, is 'targeted towards the needs of the UAE but also to make sure that this radar competence centre will be included in Thales' global network of competence centres and it will produce radar antennas that we plan to definitely also sell to non-UAE customers', Ms Sourisse said. 'We are not limiting the market potential only to the region. Thales markets radars all over the world and this UAE competence centre will be used in the Thales global supply chain … our hope is to start producing elements in the year to come and start having the capacity to contribute to some programmes.' The company plans to capitalise on the UAE's strategic position as an export hub to its customers around the world so that it can maintain 'sustainable and competitive' operations and guarantee continuing work loads that will not be impacted by the length of its programmes in the UAE, Ms Sourisse said. The move comes as the UAE pushes to develop its own military production capabilities to reduce reliance on foreign suppliers. The strategy is intended to diversify its economy from the oil sector, create more jobs for its citizens, attract highly-skilled workers and become part of the global industrial supply chains. 'It's essential to build capabilities in-country and to give the UAE the possibility to really master the systems that they are going to use in the future, so we are constantly interacting with the UAE Armed Forces and authorities to support them in this direction and working a lot on the questions of sovereignty and localising competencies in-country,' Ms Sourisse said. Europe's largest defence technology company specialises in aerospace, satellites, cyber security and digital security. Thales Emarat Technologies works in three main areas of radar technology, digital services such as radio communications and defence. 'We plan to grow all these activities and we are actually quite optimistic and positive on the discussions we've had with the Ministry of Defence and Armed Forces that they are counting on us to grow the competencies and capabilities here in the UAE in all these three spheres,' Ms Sourisse said. "Each time they acquire a solution, they want Thales to commit to not only local production, but also to rely on local teams to service and maintain the installed base." The company sees a 'great opportunity' to strengthen its activities in the UAE with artificial intelligence-embedded defence equipment and training Emiratis for its use, Ms Sourisse said. 'AI will be using data that is coming from our military users and this data is very sensitive and sometimes, it is classified. It therefore makes sense to ensure that the work in AI can be performed by Emirati citizens,' she said. 'We are definitely planning on developing competencies in AI to be embedded in the systems we supply to the UAE and to have competencies in the UAE.' Since AI must be trained based on data from the users and since the UAE is emphasising creation of jobs for citizens, Thales is seeking to hire and train Emirati engineers for such jobs, she said. Thales has more than 600 experts globally working on AI in mission-critical systems and expects that number to grow 'tremendously' in the future, she said. Thales, which says it is among the top five globally for cyber security, identified the intensification of geopolitical conflicts, the implementation of AI and growing digital reliance as the main challenges this year facing sectors such as energy, finance and transport, in its January report on cyber security. 'We are offering mission-critical systems to our customers, so they need to be cyber secure … our systems embed more and more AI. And AI is not only a question for the future, we area already working on it … we are developing AI solutions for critical missions, so security and lives are at stake,' Ms Sourisse said. 'This kind of AI needs to be trustable and transparent.' AI is embedded in more than 100 of Thales' products, such as radars and the reconnaissance pods below an aircraft, she added. Use of AI in defence systems raises two risks including the threat of hacking and therefore must be cyber-secured, and it must also be certified for safety as lives are at stake, she said. Political tension in Europe, arising from Russia-Ukraine war and Washington's push for European countries to spend more on protecting themselves is set to boost growth for defence manufacturers, according to some companies such as Swedish conglomerate Saab. Thales is tracking a similar trend and plans to increase its spending on new products in response to growing market requirements. 'Yes, we are expecting a higher level of demand from a number of customers, certainly in Europe, but our defence markets are growing pretty much everywhere in the world and we plan to see additional investments in developing new solutions,' Ms Sourisse said. Thales is spending 20 per cent of its annual revenue on research and development (R&D), she said. With annual sales revenue of €20 billion ($20.9 billion), this translates into €4 billion of investment into R&D. 'We see that growing in the future, we plan to reach about €5 billion on investment in R&D by 2028 globally,' she said.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Rapid advances in AI pose opportunity and risk for startups
Rapid advances in AI pose opportunity and risk for startups

Khaleej Times

time10 minutes ago

  • Khaleej Times

Rapid advances in AI pose opportunity and risk for startups

Rapid advances in artificial intelligence and blockchain technology are forcing policymakers around the world to catch up. From debates over AI ethics and data privacy to new frameworks for crypto assets, the rules of the game are being written in real time. For startups, this creates both enormous opportunity and significant risk. Get it right, and you might set the global standard. Get it wrong, and you could face costly pivots or worse, regulatory dead ends. 'Sometimes compliance is a moat. Other times, it's just good hygiene. My advice: Assess your risk honestly,' Saksham Kukreja, co-founder of Bitgrit, told Khaleej Times. With years of experience building at the intersection of AI and blockchain, Kukreja has guided his company through complex global regulations and recently led Bitgrit to establish the first licensed entity for tokenizing AI assets under ADGM. Excerpts from an interview: Why has regulatory engagement been a key part of your strategy? Is it required for all startups in emerging tech? For us, regulatory engagement was never optional. Building at the intersection of AI and Web3 means facing questions about data privacy, model ownership, and public trust from day one. Customers want to know their information is safe, developers care about their IP, and token holders want real governance not just promises. That's why at Bitgrit, we chose a path that was slower but more sustainable: we set up a regulated DLT Foundation instead of launching as an unregistered protocol. It was never just about ticking boxes but about proving that there are real standards and accountability behind what we're building. That approach helped us win clients like NASA and SoftBank and attracted over 40,000 AI developers. People want to participate in ecosystems that feel legitimate and durable. But this isn't the only way. If you're building a low-risk SaaS tool or an internal product, you might not need deep regulatory engagement. But the closer your tech comes to people's data, money, or infrastructure, the more essential that engagement becomes. Sometimes compliance is a moat. Other times, it's just good hygiene. My advice: Assess your risk honestly. If the future of your company could hinge on a single policy change, build relationships with regulators early. For us, it was the difference between being a flash in the pan and building something that lasts. With technology evolving so quickly, do you think policymakers can realistically keep up with the pace of innovation in AI and Web3? Honestly, keeping up is nearly impossible. Startups move at sprint speed - we build, ship, and iterate in weeks. Policymakers are marathoners. Their job is to protect the public and keep the rules clear, so they have to pace themselves. The danger is that this inertia can sometimes push entire industries to pack up and leave for friendlier ground. I saw this up close in Bitgrit's early days, when friends in crypto moved their projects to other jurisdictions with clearer rules, sometimes overnight. But not all regulators operate the same. The best don't try to outpace innovation; instead, they set broad, flexible frameworks and invite builders into the conversation. I've had candid discussions with policymakers in several countries, and the ones making real progress are those who bring founders, engineers, even sceptics into the room and ask the tough questions early. As an example, last year Bitgrit was invited to the DLT foundation roundtable at Abu Dhabi Finance Week, where the agenda was less about defending the status quo and more about finding practical ground. That's when regulation works: when it's co-created, not imposed. The fastest path forward isn't expecting policymakers to outpace innovation, but to build open channels so industry and regulators can adapt together. That's how rules get written that actually work on both sides of the table. What has been the biggest regulatory hurdle you've faced as an AI and Web3 founder? How did you overcome it? In 2021, we launched a token out of Japan after months of legal prep, thinking we were finally ready to go global. That confidence vanished almost overnight. The tax rules were so unclear that, if we were to raise $5 million, our liability could have been calculated on the total market cap, which for us meant a tax bill approaching $500 million, on money we didn't even have. It made no practical sense. I remember one meeting where I had to use Monopoly money just to explain to a regulator the difference between 'circulating supply' and 'total supply.' But the guidance didn't change, and we realized we could lose the entire company to a rule that had nothing to do with reality. That's when I knew we had to look elsewhere. The turning point came when we joined Hub71 in Abu Dhabi. Beyond incentives to expand in the middle east, it gave us direct access to ADGM that was much more open to listen to our situation. That partnership ultimately led to Bitgrit becoming the first company in the world to get a license for tokenizing AI assets under a DLT Foundation at ADGM. We're now collaborating with ADGM and Japan's FSA, on a policy research paper to help others avoid the chaos we faced. My advice: If the rules don't make sense, don't wait around hoping they'll change for you. Cut your losses early, learn fast, and find the place where you can actually build. For founders just starting out, what are the most common misconceptions about regulation, and what advice do you wish you had received early on? One big misconception is that regulators are just there to say 'no.' In my experience, engaging early, well before launch, can actually speed things up. We started informal conversations with ADGM months before we shipped anything, and that helped us get feedback, solve issues in advance, and build trust. Good regulators aren't roadblocks; they want innovative companies, as long as you play by the rules. The other trap is underestimating how long compliance really takes. Our legal review for Bitgrit took six months, which was longer than our engineering sprint. Translating AI governance into legal language felt like explaining quantum physics in court, but it paid off. If you're doing something new, plan for it, and don't expect shortcuts. Most importantly, don't treat compliance as a chore. The requirements to add things like audit trails or stronger privacy features ended up making our platform stronger and more appealing to big clients. And never forget where you're regulated matters as much as what you're building. We moved to Abu Dhabi because the rules were clear and the ecosystem was supportive and that choice changed our trajectory. Looking ahead, what policy trends or regulatory shifts do you think will most impact the next generation of AI and Web3 founders? For AI, formal governance is arriving quickly. New laws like the EU's AI Act will require startups to prioritize risk assessments, transparency, and accountability from day one. Standards around data use, explainability, and model audits are about to become the norm. On the Web3 front, regulations are moving toward clearer definitions for digital assets and more unified rules across regions. Legislation such as Europe's MiCA is shaping global standards, and more countries are experimenting with frameworks for DAOs and tokenized assets. Another important shift is increased international cooperation, with regulators now sharing best practices and sometimes collaborating on cross-border pilot projects. For founders, this means higher expectations for transparency and ethics, but also more clarity and consistency. The next generation of startups will need to adapt quickly, stay informed, and be proactive in engaging with policymakers. Those who lean into the policy conversation will be best positioned to shape and succeed in the future landscape.

UAE airports drive regional air travel resilience in first half
UAE airports drive regional air travel resilience in first half

Khaleej Times

time10 minutes ago

  • Khaleej Times

UAE airports drive regional air travel resilience in first half

The International Air Transport Association (Iata) reported that global air travel demand, measured by revenue passenger kilometres (RPK), increased by 2.6 per cent in June 2025 compared to the same month in the previous year. Capacity, measured in available seat kilometres (ASK), grew by 3.4 per cent, leading to a slight drop in global load factors to 84.5 per cent — a decline of 0.6 percentage points while remaining near historic highs. International RPK climbed 3.2 per cent year-on-year, with load factors dipping to 84.4 per cent, and domestic demand rose 1.6 per cent with a load factor of 84.7 per cent . Despite these global figures, demand from the Middle East contracted: RPK was down 0.2 per cent amid capacity expansion of 1.6 per cent, dropping load factor for regional carriers to roughly 78.3 per cent. On international routes, Middle East airlines saw RPK decline by 0.4 per cent with capacity up 1.1 per cent, translating into load factors around 78.7 per cent. Traffic on routes to North America fell by 7.0 per cent and to Europe by 4.4 per cent year-on-year — impacts attributed largely to recent military conflict and resulting flight disruptions. Nevertheless, the Middle Eastern aviation sector demonstrated resilience during H1 2025, largely thanks to strong performance at key UAE airports. At Dubai International Airport, the world's busiest international hub, passenger volume reached a record‑breaking 46 million in the first half, registering a 2.3 per cent increase year‑on‑year despite regional airspace turbulence. Average monthly traffic stood at approximately 7.7 million passengers, with January alone welcoming 8.5 million. April was the busiest month of the quarter, serving 8 million travellers. DXB handled roughly 222,000 flights and processed 41.8 million bags — 91 per cent delivered within 45 minutes of arrival, and baggage mishandling rates remained low at 2 per 1,000 passengers versus an industry average of 6.3. Abu Dhabi's Zayed International Airport (AUH) also posted strong growth, welcoming over 15.8 million passengers during H1, reflecting a significant 13.1 per cent year-on-year rise. This demonstrates the strengthening of secondary hubs across the UAE and diversification in passenger traffic sources. Industry experts say these figures reflect robust operational capabilities in the UAE and continued demand even in a challenging geopolitical environment. Aviation analyst Manoj K. John of AeroConnections, commented: 'UAE airports have shown exceptional agility. Despite regional disruptions, the ability to reroute flights, maintain high efficiency, and sustain passenger volumes underlines the maturity of their infrastructure.' Another independent consultant Shakir Kantawala of Dubai-based WingsWay added: 'DXB and AUH continue to capitalise on strong connectivity to South Asia, Europe, and emerging markets. Their diversified route networks have cushioned the impact of short‑term demand shocks.' Looking at broader Middle East demand trends, the contraction in June followed a rebound in May, when the region's international RPK growth was about 9.7 per cent year‑on‑year. The slowdown highlights the volatility introduced by regional conflict, yet regional carriers remain central to global aviation recovery with strong profit margins forecast into 2025. Willie Walsh, Iata's director general, underscored that global load factors remain healthy and predicted modest capacity expansion through August, suggesting that performance will remain close to record levels through the Northern Hemisphere summer: 'Demand growth lagged capacity expansion, yet at 84.5 per cent globally, airlines continue to operate at very high efficiency.' Middle East airlines continue to play a vital role in global aviation economics. Air transport contributes approximately $290 billion annually to the regional GDP and supports four million jobs — equivalent to one job in every 20 people in the region. Analysts said that the passenger base at Dubai airports remained strong despite temporary airspace closures between Iran and Israel. They projected that DXB would serve 96 million passengers by the end of 2025 and reach 100 million in 2026 as capacity constraints at DXB ultimately shift traffic toward Al Maktoum International Airport. DWC itself saw a 36.4 per cent surge in traffic during the period, reflecting expansion ahead of DWC becoming Dubai's main airport by 2032. While June saw cooling demand across the Middle East tied to external disruptions, UAE airports upheld growth. DXB and AUH recorded strong half-year gains, offsetting regional softness and positioning the UAE as the engine of Middle East aviation demand.

Alpha Dhabi posts 23% surge in H1 revenue; eyes long-term expansion
Alpha Dhabi posts 23% surge in H1 revenue; eyes long-term expansion

Khaleej Times

time10 minutes ago

  • Khaleej Times

Alpha Dhabi posts 23% surge in H1 revenue; eyes long-term expansion

Alpha Dhabi Holding, one of the fastest-growing investment holding companies in the Middle East and North Africa region, recorded revenue of Dh35.9 billion for the six-month period, up 23 per cent year-on-year. Supported by strong performances across its core verticals, the healthy results underscore the Abu Dhabi Securities Exchange-listed company's ability to sustain growth through a diversified and future-focused investment portfolio. Adjusted Ebidta rose 34 per cent to Dh8.7 billion, reflecting efficiency gains and growth momentum in strategic sectors, Alpha Dhabi said in a statement. The group's financial position remains solid, with total assets of Dh198.4 billion and equity of Dh98.1 billion. Net profit stood at Dh6.6 billion, broadly in line with the same period in 2024, despite lower non-recurring accounting gains due to fluctuations in the fair market value of certain listed portfolio companies. This performance reflects Alpha Dhabi's disciplined investment approach and its ability to generate sustainable shareholder value while advancing its vision for 2030, which emphasises innovation, strategic expansion, and socio-economic impact. Revenue contributions in the first half were well spread across its portfolio: industrial activities generated Dh13.4 billion, real estate Dh12.8 billion, construction Dh6 billion, and services and other segments Dh3.7 billion. The group's strategy of building scale, creating synergies, and enabling innovation is translating into tangible results, while its increasingly global footprint is also contributing to growth, with Dh4.6 billion in revenue generated from outside the UAE by its portfolio companies. Chairman Mohamed Thani Murshed Ghannam Al Rumaithi said Alpha Dhabi remains focused on building a resilient, future-ready economy for the UAE. 'Innovation and sustainable growth remain the cornerstones of our foundation as we invest with purpose, offering investors access to a diverse range of premium assets that matter to Abu Dhabi's economy,' he said. Managing Director and Group CEO Eng. Hamad Al Ameri added that growth remains the company's top priority across revenue, acquisitions, profitability, capabilities, innovation, and market impact. 'We are well positioned to build on this momentum throughout the rest of 2025 and beyond,' he said. The group's performance is also reflected in market recognition. In the Forbes Top 100 Listed Companies in the Middle East 2025, Alpha Dhabi ranked 14th, alongside four of its portfolio companies — Aldar Properties (30th), PureHealth (44th), NMDC Group (48th) and NMDC Energy (82nd). These accolades underscore the strategic importance of Alpha Dhabi's investments in shaping the UAE's regional economic influence. The company also received the Sharjah Excellence Award 2024, while PureHealth was named the UAE's Most Valuable Healthcare Brand by Brand Finance. NMDC Energy received The ICV Excellence Award for semi-governmental manufacturers at the Make it in Emirates forum in Abu Dhabi. The group's subsidiaries have been active in expanding their market positions. Aldar Properties advanced its presence in Abu Dhabi's real estate sector with strategic acquisitions, including premium warehousing and light industrial real estate in the Al Dhafra region, and unveiled a Dh40 billion masterplan for Fahid Island, positioning it as a new landmark destination. The company also announced a partnership with Hilton to launch Abu Dhabi's first Waldorf Astoria Residences on Yas Island. In the industrial sector, Trojan General Contracting and Samsung C&T began work on a 1,000-megawatt open-cycle gas turbine power plant in Al Dhafra, supporting the UAE's energy needs and aligning with its Artificial Intelligence strategy. PureHealth expanded its insurance arm Daman into the property and casualty segment and partnered with Cincinnati Children's Hospital to bring world-class paediatric care to Abu Dhabi. NMDC Energy strengthened its Saudi market presence by extending a long-term agreement with Aramco and signed a memorandum with Al Gharbia to boost domestic pipe production capacity. Alpha Dhabi has also been active in fostering innovation in the energy sector, supporting the Enersol initiative to identify the best AI-driven energy technology start-ups, backed in partnership with Adnoc Drilling and C3 - Companies Creating Change. In hospitality, ADMO Lifestyle Holding, part of the group, expanded into high-end luxury through its partnership with Red Sea Global to launch the Nammos Resort AMAALA in Saudi Arabia and increased its stake in Lebanese fine dining brand Em Sherif. Established in 2013, Alpha Dhabi Holding has grown into a diversified investment powerhouse with more than 250 businesses across healthcare, renewable energy, petrochemicals, real estate, construction, and hospitality. Employing over 95,000 people, it is a major contributor to the UAE economy and remains committed to driving long-term value through targeted investments, innovation, and diversification.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store