The nationwide “AI Nation – Afaaq” programme, announced last week at Gitex Global 2025 in Dubai, plans to train 30,000 people in artificial intelligence and machine learning technologies through e& Academy, the company’s flagship training platform.
The initiative is part of a strategic $1bn alliance between AWS and e&, announced in 2024, and represents a significant milestone in the UAE’s talent development and digital leadership journey.
According to IDC’s 2024 research, while 78% of UAE organisations prioritise AI investment, nearly half cite a shortage of AI skills as a critical barrier to large-scale implementation. By directly addressing this skills gap, AWS and e& hope to empower the next generation of technology professionals and support national objectives such as the UAE Centennial 2071 plan, which seeks to create a diversified, knowledge-based economy.
The programme will provide 30,000 sponsored AWS certification vouchers – learners will also gain free access to AWS Skill Builder, a comprehensive online platform for self-paced training, and live “cloud coach” sessions designed to prepare candidates for certification exams.
Through this combination of hands-on learning and mentorship, the programme aims to develop a highly skilled talent pool capable of driving innovation across sectors and enabling AI-enabled roles throughout the UAE economy.
“As AWS’s strategic partner, e& is proud to enable this nationwide digital skills programme through our e& Academy. By combining AWS’s global training excellence with our local expertise and established presence, we are ensuring that learners across the country have access to the tools and support needed to succeed in the era of cloud and AI. This is about building the nation’s talent base at scale so employers can hire with confidence and people can step into AI-enabled roles across every sector,” said Harrison Lung, group chief strategy officer at e&.
Madhavi Reddy, managing director for the Middle East, North Africa, and Turkey at AWS, added: “This initiative represents AWS’s deep commitment to making world-class digital skills training accessible across the UAE. By providing 30,000 learners with industry-recognised certifications in cloud and AI, we are helping to build the robust talent base required for the nation’s digital transformation journey. Our collaboration with e& Academy is crucial, enabling us to combine AWS’s global training expertise with strong local delivery, empowering a new generation of builders to turn knowledge into tangible impact for businesses and communities alike.”
Through this ambitious training effort, AWS and e& say they are investing in people to secure the UAE’s position as a global technology leader. By developing a large-scale pipeline of talent equipped with advanced skills in AI and cloud computing, the programme aims to foster innovation, attract further investment, and ensure the country’s digital-first strategy is sustained for generations to come.
Days after Micron broke ground on a $100 billion chip factory in New York state, a coalition of environmentalists, labor unions, and civil rights groups are urging the US tech giant to sign a deal that would make a series of promises to be a good neighbor legally enforceable.
Micron’s megafab to make memory chips is on track to become the biggest commercial development in state history and the largest chipmaking complex in the country. Officials held a groundbreaking ceremony in the city of Clay, near Syracuse, last Friday. The first chips could arrive in five years, though the entire site won’t be finished for 20 years.
Organizers and members of the Central New York United for Community Benefits Coalition—composed of about 25 mostly local advocacy groups—tell WIRED that they welcome the project. They also appreciate that Micron has already pledged to hire locally and address some of the physical and social impacts of its construction. But the coalition members believe oversight is lacking and that Micron could get away with polluting the environment and worsening the region’s economicinequality.
“We want to have real, strong, transparent, and enforceable commitments,” says Anna Smith, a senior researcher at Jobs to Move America, a union-friendly national nonprofit that is helping to organize the coalition.
On Wednesday, the coalition published a letter emailed to Micron CEO Sanjay Mehrotra inviting him to meet and begin negotiations on what’s known as a community benefits agreement, which would codify the company’s pledges on hiring, environmental protection, and local investment.
Micron did not immediately respond to a request for comment on the letter.
Companies such as Micron aren’t obligated to strike deals with community groups. But the New York coalition is basing its campaign on similar efforts by other US organizations. Some of them have successfully pressured big construction projects, such as an airport and a bus factory, into signing contracts to invest in schools, build affordable housing, conduct more environmental studies, or buy locally. Crucially, these agreements can be enforced through the courts.
Proponents of the agreements say making deals can help companies neutralize opposition and clear a smoother path for construction, hiring, and ongoing integration in the community. Provisions can include oversight panels and annual public reporting. A database compiled by Columbia Law School shows dozens of benefits agreements for major projects over the past decade.
“We have seen such agreements negotiated by companies with coalitions like ours across the country become win-wins, where the employers, workers and community organizations work together to ensure the needs of all parties are met,” the New York coalition wrote in the letter to Micron.
It added that a comprehensive deal will “further fulfill Micron’s commitments to being a good neighbor” and ensure good faith promises “translate into concrete, measurable benefits.”
Amid the pushback, some projects have already been abandoned or relocated. Organizers of the New York coalition believe the Micron campaign, if it leads to a deal, could be a template for winning concessions even as development moves forward. “This project can be done well,” Smith says. “Let’s get to the finish line together.”
Seeking Commitment
The coalition’s members include environmental advocates the Sierra Club Atlantic Chapter and SustainCNY; racial justice groups Urban Jobs Task Force and the Syracuse chapter of NAACP; and labor organizations including Local 320 of the IUE-CWA, a union representing factory workers.
They zeroed in on Micron partly because of the public subsidies its project could end up receiving—up to $25 billion. The company’s promise of employing 9,000 people has buoyed support but some in the community remain concerned about the trade-offs. One point of aggravation has been that local authorities are displacing a 91-year-old great-grandmother from her home of 60 years to make way for Micron.
But this lock’s interior deadbolt manages to hold an impressive amount of technology. There’s a new dual-core chipset that has a ton of compatibility and unlocking options, including Matter and NFC tags, and the dual core means it can run Bluetooth and Matter on separate cores. It’s also compatible with Apple Home Key, along with Google Home, Amazon Alexa, and Samsung SmartThings. It’s quick and responsive when I use the app to unlock it, though my go-to unlocking method is usually the optional Level Keypad ($79) (the lock otherwise does not come with a keypad), which connects to the lock via Bluetooth. The lock responds instantly when I enter the code on the pad, which I have installed on my door frame.
ScreenshotLevel via Nena Farrell
ScreenshotLevel via Nena Farrell
The Level Lock Pro can also sense if the door is open or closed without needing any additional accessories. It uses a magnetometer to sense the closed door placement, and you’ll calibrate it once when you set it up. It’s worked well for me, though it did have a weird week where it claimed my door was open when it wasn’t. While the magnetometer is supposed to use the Earth’s gravity field, I was able to fix the open door issue by readjusting my strike plate on the doorjamb, which had gotten lose and ended up at a weird angle. (Installing and removing so many smart locks has left my doorjamb and its screw holes worse for wear, to say the least, so this isn’t normally an issue people should run into.)
The app is also easy to use and easy on the eyes. It’s a very pretty interface, with customizable wallpaper and immediate confirmation if your door is locked or unlocked. You’ll click the three dots in the corner for your device to see the Settings, Sharing, and Activity options, which you can click into to adjust the various settings, create different access codes, and see when your door was opened and by whom. It synced easily and immediately to my Amazon Alexa ecosystem, and I can ask Alexa if the door is locked and to lock it. Alexa can’t unlock it by default, but you can go into the Alexa app to toggle this on. I’ve opted not to; nobody needs to be able to voice-command my front door open.
Power Play
Photograph: Nena Farrell
Unlike other smart locks that use bulky battery packs or several AA batteries, the Level Lock Pro uses a single CR2 lithium battery. The lock comes with a nonrechargeable CR2 battery made by Level, but you can replace it with any CR2 battery once it runs out. It’s the same battery the brand has been using with its earlier locks, but the Lock Pro is designed to make better use of it so it lasts longer. Where the previous Lock+ had about six months of battery life, the Level Lock Pro is expected to get about a year of battery life from a single CR2 battery.
Barry Panayi, group chief data officer (CDO) at insurance firm Howden, is on a mission to create what he calls the datasphere. Rather than simply collecting data, he wants information and insight to become integral to joined-up business operations.
“Our work is not about producing a list of tables with numbers in rows and columns,” he says. “Yes, that effort is important, but it’s not the stuff that will set us apart. If you can get the information first – such as what’s happening in the supply chain or a technological advancement that’s affecting the business – we must factor that insight into the rows and columns of numbers. That’s the key business transformation for us.”
Panayi’s attempt to build the datasphere at Howden began in August 2025. He joined the firm after working for retailer John Lewis Partnership (JLP) for four-and-a-half years, where, as he explained to Computer Weekly in December 2022, his team oversaw data management, business intelligence, and research and insight.
Having previously worked in financial services as data chief at both Lloyds and Amlin, Panayi says the opportunity at Howden provided the chance to return to an industry he knew well, but with a different slant.
“I wanted to work for more of an upstart,” he says. “Howden felt right, because it had the scale – it was big, it was winning – but it wasn’t weighed down like one of the bigger incumbents.”
Panayi describes his new employer as a “hyper-growth company”. The firm employs about 23,000 people, having grown from around 10,000 employees five years ago. The use of data and technology is right at the centre of the company’s growth agenda. While Panayi enjoyed working for JLP, he was attracted by the ambition and energy he found at Howden.
“It’s just dynamic,” he says. “It’s a private and owner-led business. CEO David Howden owns the company. He’s enormously charismatic, and the organisation felt energetic. I thought I’d give the opportunity a go, and it’s been great.”
Leading change
Panayi looks back on his time at JLP and says his team’s biggest achievement there was ensuring the right insight and information were being pushed to people in shops and operational locations.
“We did all the cool stuff, like getting the platform and tools up and running, and maturing our capability. However, the thing that made the difference was, for the first time, people in our shops weren’t looking at printouts on pinboards. They had apps on their handsets that told them the location of a delivery or product, or pricing information,” he says.
“We did all these concepts, and they all took off and became industrialised. We did some cool AI stuff, but we made people’s lives better in the shops. We were able to get information to the people who actually use it. This insight meant there was more stuff on the shelf for people to buy, priced at the right price. And that’s what retail is about, buying something and selling it for more than you bought it for.”
“We want to get people using data, but not in a way that we build a massive central team. We want to do it a different way. That different approach comes with challenges, because entrepreneurialism means moving quickly, and sometimes things happen that you’re not aware of. But that all makes for a fun vibe”
Barry Panayi, Howden
Panayi recognises that leading data at Howden means working across a different type of organisation.
“We are so federated and entrepreneurial. That is David’s ethos – you get out of people’s way. We’ve grown through acquisition, so we don’t want to snatch everything into the middle. It’s a different challenge from JLP, because we want to get people using data, but not in a way that we build a massive central team,” he says.
“We want to do it a different way, which is quite rare, because big enterprises want to suffocate things. That different approach comes with challenges, of course, because entrepreneurialism means moving quickly, and sometimes things happen that you’re not aware of. But that all makes for a fun vibe.”
Panayi says Howden broke into the global top 10 insurers for the first time in 2025, and the senior executives at the firm can see a potential route to the top four. He gives an example of the rate of growth. Having started from zero in the US, the company employed 300 people before Christmas as it began its operation and added another 200 during the holiday period.
“When I joined, in my second week, I was told to go and help them set up the US business, from a data point of view,” he says. “So, we really are moving quickly.”
Developing products
As global CDO, Panayi manages data across 50 countries. The broad nature of the business also impacts his role. “We’re a broker, but also an underwriter and a reinsurer,” he says. “Because we do different things, it means the data also does different things.”
Panayi is responsible for the technical platform and engineering, as well as the data management and architecture around the insight the firm creates. He also oversees analytics, data science and machine learning, and has an internal transformation office with technical business analysts that can help drive pioneering projects.
“The data is everywhere, not because it’s poorly organised, but because there’s such a variety of information that our brokers need to have conversations with their clients. From a data point of view, the work involves more than identifying the data sources and ingesting them into a platform,” he says.
“It’s a lot more nuanced than that, and you could waste a lot of time trying to get everything into shape, when really what we need to do is help our brokers get the information they want, and that they didn’t know they wanted. And the way to serve that insight isn’t in a report in Power BI or Tableau. That just isn’t going to work.”
Instead, Panayi wants his team to help the business build dedicated products for the customers it serves.
“If you’re building a datacentre under the sea or in the desert or on a farm, insurance is different,” he says. “And if you’re insuring a restaurant, even if it’s the same cuisine and the same floor space, it matters where it is in the street, city and country. So, there’s a bit of an art involved in this work.”
Building the datasphere
Panayi says the business will continue to grow, which creates human resource demands. While technically capable staff are important, the key professionals for the data team are those who understand a wide breadth of operational activities.
“All these different lines of business have different questions,” he says. “I need people who are partnering with the business. I’ve never been in a position before as a CDO where I’m trying to employ those business translators almost as much as the technical people.”
Panayi explains what that focus means for the data products his team creates. He suggests the aim is to develop data-powered conversational interfaces that help employees make insight-led decisions.
“Our brokers need someone on their shoulder all the time,” he says. “They need technology that tells them the stuff they want to know immediately. For example, say they’ve just come out of a meeting, they need to speak to their AI on their phone to capture what’s happened, and the AI to say, ‘Oh, remember this element is coming up for renewal. You should speak with your colleague.’”
By sharing knowledge via emerging technology, Panayi says the company’s datasphere can bring together employees in disparate places. “Connecting people is another thing that data can do,” he says. “There’s a huge opportunity, as we grow and get a more varied business, for people to help our clients by referring them to other bits of Howden. We haven’t grown up together. We’ve grown up in different firms.”
Panayi returns to the example of datacentre insurance, where each part of the building process – construction, supply chain, fire and employee benefits – involves different elements of the insurance business. By sharing knowledge, colleagues can understand new opportunities. “We can do all that work, and the data is helping people at Howden to understand our cross-organisational relationships,” he says.
Spreading insight
Panayi wants these initiatives to be implemented during the next 24 months. Two years from now, he expects Howden employees to benefit from a mature data approach that’s unlike any other insurance business.
I would like one of our clients to stand on stage at an internal leadership event and say that the information and insight they get from their conversations with our brokers is unlike anywhere else. And I’d like brokers to say that this capability exists because they have power from everyone else’s data Barry Panayi, Howden
“Whatever question you have, there will be a bit of information or data or insight available to you quickly that helps you make a quicker or better or deeper decision. That will not be by chance – it’ll be by design that we have connected globally, the people who are talking to our clients,” he says.
The company’s datasets are held in Microsoft Azure, while the data platform is Databricks. Panayi says it plans to use as many native Databricks capabilities as possible, including Genie, a conversational interface on the platform that allows business teams to interact with data using natural language.
The aim is to create a simple platform for Howden to run complex data projects. The acquisitive nature of the firm means it’s crucial that technology can be used to help spread information and insight to internal employees across the organisation. He paints a picture of the technology-enabled, data-sharing business 24 months from now.
“What I would like is for one of our clients to stand on stage at an internal leadership event and say that the information and insight they get from their conversations with our brokers is unlike anywhere else. And I’d like brokers to say that this capability exists because they have power from everyone else’s data,” he says.
“No broker will be on their own talking to a client because they can tap into all our knowledge straightaway. I care about brokers and underwriters having superpowers. Ours are already the best in the market, but we’re going to make them brilliant – and our clients will tell us that. That’s what I want to happen.”
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