The UAE recently announced the nationwide rollout of AI as a core subject across all government schools, from kindergarten through grade 12.
This shift signals a growing global recognition that including AI literacy in the curriculum is no longer optional. As algorithms increasingly shape everything from public policy to personal productivity, nations must not only adopt these technologies but ensure their people are equipped to engage with them, technically, ethically and strategically.
However, the imperative for training does not end at graduation. For companies, preparing the workforce for this AI-powered future is as critical.
As the world’s fastest-growing brand, e& is rising to the occasion and equipping its workforce with the skills, mindset and tools needed to thrive in the AI era.
The launch of e&’s AI Academy is the latest embodiment of that philosophy. It’s a strategic investment in talent designed to future-proof the company and the broader ecosystem it serves. By equipping employees with the skills to understand, apply, and critically engage with AI, the Academy is an example of how organisations can turn disruption into opportunity.
Ali Al Mansoori, e&’s group chief people officer, recognises that building an AI-ready workforce demands a cultural shift, a commitment to continuous learning and a clear sense of purpose.
“Our growth strategy is rooted in digitising and transforming operations, but more than that, it’s about infusing AI into every facet of the business," he said. "From enhancing financial performance to revolutionising customer experiences and accelerating productivity, we’re focused on unlocking AI’s full potential to drive meaningful impact across the board."
As a multi-vertical global technology group, e& is reshaping how its people grow, adapt and lead in an AI-driven era. The AI Academy is a central pillar in its training strategy and is the latest manifestation of a broader commitment to future-ready talent.
From the AI Graduate Programme, Excelerate&, and CitizenX to executive tracks such as License to Lead and GOLD (Group Organisational Leadership Development), and early-career initiatives such as Bidayati, e& is investing across the employee lifecycle to meet the demands of a rapidly evolving workplace. As e& transforms, so too does the nature of work, requiring new tools, new thinking, leadership, and capabilities at every level.
In the World Economic Forum’s Future of Jobs Report, AI and other technologies are expected to create 170 million jobs this decade, even as they displace 92 million. The net impact is positive, but the transition demands bold action from organisations to reskill and reorient their workforces.
As part of this broader transformation, the AI Academy is a critical enabler, providing structured, organisation-wide training to embed AI capabilities at every level.
Whether it is foundational literacy for all employees, hands-on enablement for day-to-day work, or deep technical design through the Builders Programme, the Academy is designed to ensure that everyone across the organisation can meaningfully contribute to e&’s AI evolution.
Everyone, including senior leadership, is engaged, with a dedicated stream empowering executives to develop and execute impactful GenAI strategies. Backed by world-class content, skill measurement, coaching, and a tailored course builder, the Academy reflects e&’s belief that meaningful, sustainable impact comes from aligning foundational understanding with executive vision - and activating both at the functional level.
Earning employee buy-in
While e& remains fully committed to investing in AI capabilities and talent transformation, it also recognises that not everyone is convinced by the promise of AI as a tool to enhance work and create opportunities. For many employees, the prospect of automation brings understandable concerns, and chief among them is the fear of job displacement.
New research from the University of Melbourne in partnership with KPMG emphasises this scepticism and uncertainty, surveying more than 48,000 people in 47 countries about their trust, uses, and attitudes towards AI.
The study reveals that while over two-thirds of respondents use AI with some regularity, only 46 per cent are willing to trust these systems.
Mr Al Mansoori highlights the urgent need to address not only the AI skills gap but also the trust gap, ensuring employees are not just equipped to use AI but also confident in its role and impact.
“As AI adoption accelerates, building capabilities at scale means fostering both technical proficiency and organisational trust in equal measure,” he said.
The AI Academy plays a pivotal role in building trust in AI by demystifying the technology through hands-on, structured learning tailored to different roles and behaviours.
From self-paced foundational literacy for employees new to AI to executive-level workshops focused on strategy and scalable applications, the Academy is designed to meet individuals where they are in their learning journey.
Crucially, measurable outcomes—such as confidence in using AI tools, evaluating risk in use cases, and communicating AI insights—ensure that trust is not abstract, but grounded in real capability.
By empowering employees with understanding, fluency, and purpose, the Academy helps shift the narrative: from fearing job loss to embracing new roles and opportunities enabled by AI.
Measurable outcomes
The AI Academy is designed to deliver measurable outcomes that go beyond basic literacy to enable tangible business impact. Employees emerge with stronger foundational knowledge, greater confidence in using AI tools, and a clearer understanding of how to apply them to real-world use cases.
From improved productivity through AI enablement to the ability to prototype tools, evaluate risks, and analyse AI business cases, the Academy empowers individuals at every level to translate learning into performance.
Whether it’s identifying new opportunities through capstone projects or equipping leaders to speak credibly about AI strategy, the programme turns education into enterprise-wide capability.
“Investing in AI training demonstrates a commitment to employee development, leading to increased job satisfaction and retention,” said Mr Al Mansoori, highlighting how the AI academy can reinforce innovation and lifelong learning as workforce demands evolve.
In addition to training its workforce, e& has extended its AI Academy to serve external partners and clients under the e& enterprise AI Academy. One of its flagship initiatives is the Chief AI Officer Programme, a first-of-its-kind, high-impact programme tailored for C-level executives and chief AI officers in the UAE.
Delivered in collaboration with global institutions like Northwestern Kellogg and Emeritus, this initiative equips leaders with the strategic, ethical, and technical frameworks required to lead AI transformation at scale. It reinforces e&’s commitment to advancing the national AI agenda through cross-sector leadership enablement and public-private collaboration.
Building an AI-ready future
With PwC forecasting AI-driven annual growth of up to 34 per cent in the Middle East and a projected economic impact of $320 billion by 2030, the case for AI readiness is no longer a question of if, but how fast.
Already, 56 per cent of chief executives surveyed in PwC’s 28th Annual Global CEO Survey report improved time efficiencies through GenAI. At the same time, nearly a third have seen revenue gains - clear signals that organisations unable to keep pace risk falling behind.
For e&, this future is being built today. The AI Academy, alongside its portfolio of other strategic programmes, reflects a comprehensive commitment to nurturing AI fluency across every level of the organisation.
From preparing entry-level talent to empowering executives, these initiatives are designed not only to equip people with technical skills but also to instil a culture of confidence, adaptability, and responsible innovation.
This long-term vision is closely aligned with the UAE’s AI Strategy 2031, which positions the nation as a global AI leader while recognising that talent readiness and cultural acceptance are essential to realising that ambition. By investing in homegrown capabilities and forging partnerships with leading global institutions - including Udacity, MIT, and Harvard Business Review - e& is playing a central role in shaping a digitally confident, future-focused workforce.
Yet as Mr Al Mansoori rightly underscores, building technical capability alone is not enough. “Upskilling should also encompass training on the ethical implications and responsible use of AI, ensuring employees are equipped to make informed decisions that align with organisational values and societal norms,” he says.
In a region poised for transformative growth, AI is not simply a tool; it is a test of leadership, trust, and foresight. And for e&, success lies in building systems and cultures that are not only technologically advanced but human-centred and future-ready.
This page was produced by The National in partnership with e&
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One in four Americans don't plan to retire
Nearly a quarter of Americans say they never plan to retire, according to a poll that suggests a disconnection between individuals' retirement plans and the realities of ageing in the workforce.
Experts say illness, injury, layoffs and caregiving responsibilities often force older workers to leave their jobs sooner than they'd like.
According to the poll from The Associated Press-NORC Centre for Public Affairs Research, 23 per cent of workers, including nearly two in 10 of those over 50, don't expect to stop working. Roughly another quarter of Americans say they will continue working beyond their 65th birthday.
According to government data, about one in five people 65 and older was working or actively looking for a job in June. The study surveyed 1,423 adults in February this year.
For many, money has a lot to do with the decision to keep working.
"The average retirement age that we see in the data has gone up a little bit, but it hasn't gone up that much," says Anqi Chen, assistant director of savings research at the Centre for Retirement Research at Boston College. "So people have to live in retirement much longer, and they may not have enough assets to support themselves in retirement."
When asked how financially comfortable they feel about retirement, 14 per cent of Americans under the age of 50 and 29 per cent over 50 say they feel extremely or very prepared, according to the poll. About another four in 10 older adults say they do feel somewhat prepared, while just about one-third feel unprepared.
"One of the things about thinking about never retiring is that you didn't save a whole lot of money," says Ronni Bennett, 78, who was pushed out of her job as a New York City-based website editor at 63.
She searched for work in the immediate aftermath of her layoff, a process she describes as akin to "banging my head against a wall." Finding Manhattan too expensive without a steady stream of income, she eventually moved to Portland, Maine. A few years later, she moved again, to Lake Oswego, Oregon. "Sometimes I fantasise that if I win the lottery, I'd go back to New York," says Ms Bennett.
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