Latest news with #industrialstrategy
Forbes
25-05-2025
- Business
- Forbes
The New Industrial Strategy: Who Will Win The Jobs Of Tomorrow
Governments around the world are scrambling to adopt the right industrial strategy to stay competitive in the global race for the jobs of tomorrow. In the United States, the Trump administration's tariff strategy is primarily aimed at bringing manufacturing back to the country. In Australia, the newly re-elected Albanese Labor government is placing a AUD $ 20 billion+ bet on green manufacturing to reindustrialize the nation. Meanwhile, in the UK, the Starmer government has launched a 10-year AI Opportunities Action Plan, focused on scaling compute infrastructure and making Britain a global hub for AI-driven jobs. With the World Economic Forum forecasting that nearly as many jobs will disappear as will be created in the coming decade, the stakes could not be higher. In a world shaped by technological disruption, geopolitical realignment, and climate volatility, no single lever is enough. What matters is the alignment of skills, sector focus, and smart incentives, which ought to be the building blocks of any serious strategy for job creation and industrial renewal. These are the three questions every government must answer to compete for the next wave of jobs. This question comes first for a reason. No matter which industries a country prioritizes—or how much capital it attracts—none of it sticks without the right talent. Education systems are the foundation that determines whether a country can attract, retain, and grow the industries of tomorrow. Ireland's rise from a struggling, high-emigration economy in the 1980s to a high-income innovation hub is one of the most striking industrial policy success stories of the modern era. While often credited to low corporate tax rates, what also kept companies like Apple, Google, and Pfizer there and growing was talent. Firms like Intel, Meta, and Alphabet have consistently cited Ireland's skilled workforce as a key reason for their success. By contrast, one of the most high-profile failures of the past decade—the $10 billion Foxconn deal in Wisconsin—collapsed in part because the local workforce reportedly lacked the specialized skills needed to support advanced manufacturing. There are many ways to upskill a population, both in the short and long term. In markets with clear potential, the private sector is already stepping in. In South Africa, Microsoft and Google have launched large-scale training programs in AI and digital skills, viewing widespread youth unemployment as an opportunity to build a future-ready workforce. Such initiatives are tailored to meet real and immediate job demand. As Evan Jones, CEO of Collective X, puts it: 'We're not just skilling for the sake of it—we're skilling for absorption.' Collective X is a public-private partnership tackling South Africa's digital skills gap at scale. It manages a R500 million ($28 million) outcomes-based fund that only pays training providers when learners are placed in real jobs. To date, over 500 organizations have signed on. But while short-term technical bootcamps may fill immediate gaps, they're no substitute for long-term talent strategy. That starts with reforming higher education. According to the World Economic Forum's 2025 Future of Jobs Report, the fastest-growing roles—from AI engineers to renewable energy technicians—require not only technical skills but also adaptive capabilities such as analytical thinking, creativity, and complex problem-solving. These are precisely what traditional lecture-based university models struggle to deliver on a large scale. To stay competitive, universities must evolve from passive knowledge providers and rethink not only what students learn, but also how they learn. One promising approach is peer-to-peer learning, a student-driven, project-based approach that fosters collaboration, initiative, and effective communication. Paired with co-designed curricula and digital platforms, it helps bridge the gap between academic theory and real-world readiness. Countries that embed these models into their higher education systems have a better chance of attracting investment and retaining talent at home. Some countries, such as the U.S., can afford to bet on multiple high-growth sectors. However, even the U.S. faces trade-offs, including talent, infrastructure, and political bandwidth. No country can do everything well. In a world of limited resources and global competition, focus matters. That means setting priorities, making trade-offs, and resisting the urge to chase everything because trying to do it all often means doing none of it well. India's Special Economic Zones (SEZs) offer a cautionary tale. Meant to boost exports across dozens of sectors, many fell short of their targets. A World Bank report blamed 'policy fragmentation, lack of sector focus, and poor coordination.' Some zones became real estate plays; a few built lasting industrial strength. By contrast, one often-overlooked sector with real potential is the creative economy. When Bill Gates recently named the three job categories most resilient to AI—pharma, energy, and coders—music, film, and live events didn't make the cut. Yet countries like Nigeria and Kenya are leaning into the creative economy as potential job creators. Nigerian artists now top global charts, Nollywood is among the world's largest film industries, and Kenyan animators and storytellers are gaining traction across the continent. A range of ancillary industries and services will be needed to support this momentum. UNCTAD estimates that Africa's creative economy could generate up to 20 million jobs by 2030, particularly for young people and women. One example: Move Afrika, a touring platform backed by Global Citizen, created over 1,000 jobs during its stop in Kigali and increased local sourcing from 75% to 90% in just 18 months (Disclaimer: I work for Global Citizen). However, transforming the creative economy into a genuine engine of job creation will require a proper policy framework—modern copyright laws, fair digital revenue-sharing, and robust intellectual property protections. This is especially urgent as broad exemptions to copyright are being proposed in several jurisdictions, threatening the ability of artists and creators to earn a living, and, by extension, generate jobs. This is precisely why the Music and Entertainment Development Initiative (MEDI) was launched: to provide governments with the data needed to justify innovative policy frameworks and unlock the full economic potential of their creative economies. MEDI is mapping music ecosystems across 22 African countries and will provide targeted policy recommendations to support growth, from intellectual property (IP) reform to infrastructure and investment. Not every country needs to chase AI labs or hyperscale data centers. The point isn't to mimic Silicon Valley. Instead, the countries that win and retain jobs won't be the ones that try to do everything—they'll be the ones that do something well. Even with the right sectors and skills in place, nothing moves without investment. That's where smart incentives come in. Today's investors are seeking predictable, de-risked environments in a world that is increasingly messy and ever-changing. That means: Stable procurement pipelines. India's solar auction system is a standout example of a bright and stable policy. Launched in 2010 under the National Solar Mission, it invited developers to bid competitively for utility-scale projects backed by 25-year power purchase agreements. As a result, costs dropped, investor confidence surged, and solar jobs nearly tripled. According to IRENA, the sector grew from just over 110,000 jobs in 2010 to more than 318,000 by 2023, spanning manufacturing, installation, and maintenance. Targeted subsidies and industrial strategy incentives. In Collie, Western Australia, the state government took a proactive approach to transitioning from coal to clean energy and green manufacturing. A flagship project is the Collie Green Steel Mill—a $400 million facility that will produce low-carbon rebar using renewable-powered electric arc furnaces. It's expected to create 500 construction jobs and 200 long-term roles. To support the project, the government committed: Long-term industrial strategy policy certainty and investor confidence. Even the best incentives fall flat if investors don't believe they'll last. As strategist and investor Taufiq Rahim explores in his new book, Trump 2.5, today's industrial strategies—particularly in the U.S.—are increasingly shaped by short-term political cycles and populist pressures. Investors—and foreign governments eyeing an opening—need to pay close attention to where policy continuity might hold, where it might fracture, and what that means for capital flows. As a case in point, just a few years ago, the U.S. Inflation Reduction Act was poised to help catalyze a boom in clean energy investment, with 142,000 renewable energy jobs added in 2023 alone. But that momentum now risks being reversed following the House's passage of the 'One Big Beautiful Bill Act.' One climate tech founder recently warned that his entire business—built around a $85-per-ton carbon capture credit—could be 'vaporized overnight' if the credit disappears or is diluted, as now seems increasingly possible. As a counterpoint, after years of stagnation, nuclear energy appeared to be making a comeback in the U.S., driven by rising demand, concerns over grid reliability, bipartisan support, and net-zero goals. But with the passage of the House version of the 'One Big Beautiful Bill Act,' prospects have once again become mixed. That's a challenge—because, like all major energy infrastructure, nuclear projects require coordinated, credible policy that investors can count on for years. The timelines are long, the risks are high, and without lasting policy commitment, capital stays on the sidelines. As nuclear-focused investor Arthur Hyde put it to me recently: 'All energy infrastructure is long-lived. Timelines are a red herring. The real question is who offers credible, coordinated policy over time.' Ultimately, the countries that win the new industrial era won't be the ones with the loudest rhetoric. They'll be the ones with the right industrial strategy that invests in people, places smart bets, and aligns policy incentives with long-term intent. The industrial strategy playbook is there. To those with the discipline to follow it, will go the spoils.
The National
19-05-2025
- Business
- The National
Abu Dhabi's industrial GDP jumps to $30 billion in 2024
Abu Dhabi's industrial economic output increased to Dh111.6 billion ($30.38 billion) in 2024, up 23 per cent since the emirate unveiled its industrial strategy in 2022, according to the chairman of Abu Dhabi Department of Economic Development (Added). The emirate recorded Dh101 billion in industrial gross domestic product in 2023. The number of industries grew 19 per cent to 1,104 during the two-year period, Ahmed Al Zaabi told Make It In The Emirates in Abu Dhabi on Monday. 'We work closely with the Ministry of Industry and Advanced Technology to contribute to Operation 300bn aiming to raise the industrial sector gross domestic product to Dh300 billion by 2031 and align with the UAE's Net Zero 2050 Strategy,' Mr Al Zaabi said. Abu Dhabi's manufacturing sector increased its contribution to 53 per cent of UAE's industrial gross domestic product, compared to a contribution of 51.3 per cent to the UAE's industrial sector in 2023 and 46 per cent in 2022, he added. Abu Dhabi has continued its shift away from oil and has taken several measures to attract international investors, boost its competitiveness and improve the ease of doing business. In 2022, the emirate launched an industrial strategy to improve the contribution of the sector to the economy, by investing Dh10 billion across six programmes to more than double the emirate's manufacturing to Dh172 billion by 2031. Abu Dhabi also laid out long-term strategies to develop sectors including tourism, aviation and technology, with new investments in artificial intelligence. Abu Dhabi's economy expanded by 3.8 per cent annually in 2024 to reach an all-time high value of Dh1.2 trillion as growth of the non-oil sector continued. Last year, Abu Dhabi's manufacturing sector remained the largest non-oil contributor to the emirate's GDP, accounting for 9.5 per cent of total GDP and 17.3 per cent of non-oil GDP, according to Added. Abu Dhabi has been supporting industries with funding as well as in boosting productivity and increasing exports, Mr Al Zaabi added. 'We help them in understating existing economic partnerships and what are the products to focus on and how to benefit from trade agreements.' In the first quarter, the industrial sector continued its growth with the number of new industrial licences rising 4.7 per cent annually to 89 compared, according to Added. The number of industrial licences from under-construction to production stage also surged by 65 per cent to 33 during the period. There remains potential for strong growth in Abu Dhabi's manufacturing industry amid expansion, according to Mohammad Al Kamali, chief industry and trade officer at Abu Dhabi Investment Office. 'We are working very closely with our investor growth team to make sure we attract more investment to come to Abu Dhabi,' he told The National on the sidelines of the Make It In The Emirates event. 'But … we've designed specific products also for the existing manufacturers over here. So, we work with them within an ecosystem that enables them for more productivity and domestic and international growth as well.' Global supply chains have been threatened with disruption in recent weeks over the tariffs threat from US President Donald Trump. 'We have learnt that every challenge will create an opportunity, and that's exactly how we are working on it. We have a diversification in terms of our international markets. We are trying to expand into the existing markets that most of our companies are doing,' Mr Al Kamali said. 'We are trying to update our countries with different regulatory frameworks that's actually happening from an international trade perspective. We also capitalise into our Comprehensive Economic Partnership Agreements that the UAE is signing with many countries. It's coming in force now, currently, and we are benefiting from it as well. So market international diversification is something which we really see a huge potential out of it,' he said. Adio is also focused on promoting localisation in the supply chain, he added.
The National
19-05-2025
- Business
- The National
Make it in the Emirates is a part of a larger strategic vision
The UAE is not new to thinking big, having crafted policy and invested sensibly in its long-term prosperity over the years, even while factoring in potential global fluctuations like military conflicts, pandemics and trade wars. As the country continues to diversify its economy, a whole array of sectors gain importance. This cause and effect is a part of wider strategic planning and long-term economic development. One aspect of its ambitious goals and how they are gradually being met will be on display in Abu Dhabi this week at Make it in the Emirates. The event is part of a 10-year industrial strategy, known as Operation 300bn, for the UAE to increase the size of its economy and to position itself as an industrial centre by 2031. The focus is on increasing the industrial sector's contribution to the country's gross domestic product to Dh300 billion ($82 billion) over 10 years, from Dh133 billion in 2021. Why this is within reach comes down in part to the abundance of creative talent in this young country, the outcome of policymakers' long-term focus on social development, including providing high-quality education to the public. Moreover, the UAE is not burdened by historical manufacturing industries, called sunset industries, that have at times hindered the economic progress of other nations. The country's core competencies include its regional logistics and its energy and manufacturing hub, which position it at a competitive level not just in the region but globally. Just as critical is its emphasis on investing in future technologies. This week's event, centred on the burgeoning manufacturing sector, is about bringing together business people, investors and leaders of industry, and using production opportunities in the country, across 12 sectors – from pharmaceuticals and medical tech, to sustainable food production, clean energy solutions, defence technology, construction materials, traditional handicrafts, to advanced manufacturing and artificial intelligence. The convening is a milestone in a continued journey of industrial development. During US President Donald Trump's visit to the Gulf last week, the UAE and US agreed $200 billion worth of commercial deals, with AI playing a central role. The Emirates is set to access some of the world's most advanced semi-conductor chips from US companies, with the two countries agreeing to jointly establish an AI campus in Abu Dhabi. While Mr Trump's visit focused on investments to be made in the US, there is no doubt that the industries of the future have a big role to play in what the UAE's economy will look like in 2031. This is where its embrace of future technologies is so crucial, with AI and 3D printing in particular helping to digitise manufacturing. Programmes such as Operation 300bn are beginning to bear fruit. Last year, for example, the manufacturing sector remained the largest non-oil contributor to the Abu Dhabi emirate's GDP at 9.5 per cent, with its added value hitting Dh111.6 billion – the highest on record. The UAE's progress is tangible not just in the manufacturing sector. More and more locally made fast-moving consumer goods can be seen on supermarket and hypermarket shelves across the country. All this goes to show that with long-term planning and smart policymaking, countries can champion global trade and support homegrown producers at the same time. Make it in the Emirates reflects a strategy that provides another chance for local companies, producers and manufacturers to be more visible, build networks and exhibit their products. In the past couple of years, it has gained traction, more so with the increase in number of home-grown manufacturers, which is one among several measurable indicators, of the economic resilience goal for the UAE being well within reach.
Zawya
14-05-2025
- Business
- Zawya
Ali & Sons gears up to drive industrial innovation at Make it in the Emirates 2025
Abu Dhabi, UAE – Ali & Sons Group, one of the UAE's most respected and diversified conglomerates, today announced its participation in Make it in the Emirates 2025, reaffirming its commitment to advancing sustainable industrial growth, innovation, and in-country value creation (ICV)— fully aligned with key national initiatives, including the UAE Net Zero by 2050 target and the Operation 300bn industrial strategy. Scheduled to take place from 19-22 May at the at ADNEC Centre Abu Dhabi, the event will serve as a strategic platform for the Group to showcase its capabilities across manufacturing, engineering, and infrastructure development. As part of its participation, the Group will unveil a series of new product innovations, highlight major project milestones, and announce strategic partnerships—most notably, the Energy & Industrial Group's recent success in securing key supply contracts with the Abu Dhabi National Oil Company (ADNOC). Commenting on the Group's participation, H.E. Shamis Ali Al Dhaheri, Vice Chairman & Group Managing Director of Ali & Sons Holding, said: 'As a proudly homegrown enterprise, Ali & Sons is fully aligned with the UAE's long-term vision for industrial leadership, economic diversification, and sustainable development. Our participation in Make it in the Emirates 2025 reflects a strategic ambition to contribute meaningfully to the creation of a future-ready industrial ecosystem. Through the adoption of advanced technologies, strategic partnerships with like-minded organizations, investment in sustainable innovation, and the development of a skilled national talent pool, we are committed to shaping the next phase of the UAE's industrial transformation.' At the exhibition, Ali & Sons will present a unified display of its industrial capabilities, underscoring its robust ICV generation through four of its principal subsidiaries: Ali & Sons Oilfield Supplies & Services (ASOS): ASOS is the foundation upon which the Group was built, proudly serving the energy sector since its inception. From its 50,000m² facility in Abu Dhabi, the company provides integrated solutions for oilfield Industry. It also includes Ali & Sons Oilfield Equipment & Machinery (ASOEM) the manufacturing & industrial arm of the company, further enhancing the Group's capabilities in delivering specialised services that support the Energy, and industrial sectors with high efficiency of locally manufactured products and precise reliability. Both companies remain committed to utilising local resources and enhancing In-Country value. Ali & Sons Marine Engineering Factory (ASMEF) and Emarat Aloula Industries (EAI): ASMEF/EAI showcase comprehensive capabilities in the marine and oil & gas sectors. Since 2009, high-quality services in repair, fabrication, and construction have been delivered from one of the UAE's largest and most advanced marine facilities. With state-of-the-art workshops and a commitment to the highest global standards, excellence meets innovation — where quality sets sail. Emarat Aloula Contracting (EAC): EAC will exhibit its capabilities in executing large-scale energy infrastructure projects, with a focus on environmentally responsible contracting methodologies that support national sustainability objectives. Ali & Sons Contracting (ASC): ASC will present its expertise in the delivery of civil and industrial projects through the application of smart and sustainable construction practices. The subsidiary will also highlight its continued investments in workforce development and the adoption of advanced construction technologies. For more information on Ali & Sons, please visit About Ali & Sons Holding LLC Founded in 1979 and headquartered in Abu Dhabi, Ali & Sons Holding LLC is a diversified, family-owned conglomerate with over four decades of excellence. Under the leadership of H.E. Ali bin Khalfan Al Mutawa Al Dhaheri, the Group has played a pivotal role in advancing the UAE's economic development across key sectors. The Group's operations are structured across three core divisions—Automotive, Energy & Industrial, and Real Estate, Retail & Investments—each dedicated to driving innovation, delivering quality, and supporting the UAE's vision for sustainable growth and national progress.
Yahoo
11-05-2025
- Business
- Yahoo
Starmer says he is ‘horrified' steelworks are mothballed due to SNP's ‘bad deal'
Sir Keir Starmer has said he is 'horrified' that steelworks in Lanarkshire have been effectively mothballed, and is calling on John Swinney to step in to revive them. The Prime Minister said the SNP-run Scottish Government had failed to find work to keep the sites thriving after negotiating a 'bad deal' which saw them being bought by a new owner. The plants at Dalzell and Clydebridge were bought by the Liberty House group in 2016, backed by a £7 million loan from the Scottish Government. The group, which is part of Sanjeev Gupta's GFG Alliance, also owns the Lochaber aluminium smelter. The Labour leader's comments come after the US trade deal which was reached on Thursday – which cut tariffs on cars, steel and aluminium. Mr Swinney's party said Sir Keir was attempting to 'wash over' his own industrial failures. Writing in the Sunday Times, the Prime Minister said: 'I'm proud we've secured a deal that slashes tariffs on the steel and aluminium industries to zero. 'This Labour government will always support our proud steel industry. So I'm horrified that the Dalzell and Clydebridge steelworks in Lanarkshire are lying mothballed, with workers on furlough. 'All because the SNP negotiated a bad deal and have had no industrial strategy to bring work to those mills. 'We're standing up for Scottish steel – now Swinney needs to step in and get those plants up and running again.' It is understood that some staff at Dalzell in Motherwell have been furloughed and there is no work going through the plant. The Prime Minister also highlighted the trade deal with India, which cuts costs on the crucial Scottish export of whisky. SNP MP Pete Wishart laid the blame on the UK Government, saying it had failed to back the Scottish industry in contrast to the action taken to protect plants south of the border. He told the newspaper: 'The audacity of Keir Starmer to attempt to wash over the UK government's betrayal of Scottish industry is insulting. 'They put emergency support in for Scunthorpe steelworks and deliberately legislated to exclude Scotland and therefore, Dalzell works from any such help, now or in the future.' He added: 'Like the Tories, Labour are making it abundantly clear that Scotland will always be an afterthought for Westminster. The SNP is the only party that will always be on Scotland's side.' Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
