New Arabic AI model from Abu Dhabi understands dialects and retains English terms in speech
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New Arabic AI model from Abu Dhabi understands dialects and retains English terms in speech

The new family of Arabic artificial intelligence models, Jais 3, was unveiled in Abu Dhabi in October. These models were developed by the Institute for Fundamental Models (IFM) at Mohammed bin Zayed University of Artificial Intelligence and Inception42 from G42. This technology marks a shift in the UAE's approach to developing Arabic AI.

Previous versions of Jais primarily focused on language generation and understanding. However, the new models combine Arabic speech recognition with the ability to follow instructions, utilize software tools, and execute sequences of tasks.

According to Haonan Li, a senior researcher at IFM, this distinction is critically important because native Arabic speakers should not have to change their way of communicating just so that the technology can understand them. Li noted that the Arabic language varies significantly across different regions, and people freely switch between dialects, Modern Standard Arabic, and other languages.

He gives an example where a person might speak Emirati Arabic, switch to English to use a technical term, and then return to Arabic. The model must be able to understand this complex switching in context, rather than treating each such switch as a problem.

Arabic is spoken by over 400 million people, but it is far from monolithic. Formal Arabic, used in official documents and newspapers, can differ greatly from everyday speech in cities like Abu Dhabi, Cairo, or Casablanca. This creates difficulties for Arabic AI systems trained predominantly on formal written materials or data translated from English.

Research published this year at the Conference on Language Resources and Evaluation analyzed 19 open AI models across five Arabic dialects, including Emirati, Saudi, Egyptian, Syrian, and Moroccan. Scientists found significant performance differences between dialects, highlighting how far this field is from achieving stable comprehension.

Jais 3 aims to solve this problem through training focused on Arabic dialects, cultural knowledge, and language-switching methods. Its companion speech model, Jais Speech, is designed to transcribe various variants of Arabic used in 19 Arab countries. It is capable of identifying dialects and retaining English or French terminology in its original spelling when the speaker changes languages.

For residents and organizations in the UAE, this could make AI tools more useful in workplaces where both Arabic and English are used simultaneously. However, accurate transcription is only part of the development. Haonan Li provided an example where a civil servant concludes a meeting conducted in Emirati Arabic. The employee can instruct Jais 3 to transcribe the conversation, identify decisions made, assign tasks to relevant teams, and prepare a presentation summarizing the results.

The system can coordinate work through connected software tools instead of processing each stage separately. Li explained that this demonstrates the direction of agentic AI: moving from simply answering a question to executing an entire sequence of tasks. He added that the precise steps depend on available tools and integrations during implementation, as well as the required level of human verification.

Jais 3 is available in six sizes, ranging from 900 million to 375 billion parameters, which are numerical values learned by the model during training. Smaller versions are intended for more modest hardware, potentially including mobile phones, while larger systems target demanding organizational applications. Li noted that this range allows organizations to choose between computational cost, performance, and data processing location. A locally deployed model can also provide greater control over sensitive data, depending on security measures.

The models, their training checkpoints, and evaluation code have been made public, allowing developers to adapt the technology and independently verify its effectiveness. This approach is particularly relevant given the UAE's national plan to implement agentic AI in 50 percent of federal government sectors, services, and operations within two years.

Competition is no longer limited to one Emirati model. Several Arabic AI systems exist in the region, including ALLaM from Saudi Arabia, Fanar from Qatar, and Falcon Arabic from the UAE, alongside increasingly capable international models. IFM and Inception42 report that Jais 3 shows strong results compared to competing open models in Arabic language understanding and task execution. Researchers also audited existing Arabic benchmarks and published evaluation materials for others to study.

Nevertheless, their published comparisons show that some leading proprietary models still outperform Jais 3 in complex tasks. In one test involving Arabic file processing, the largest Jais 3 model scored about 64 percent, compared to approximately 96 percent for a leading closed model. Li acknowledged that the remaining gaps are significant. He emphasized that progress in Arabic AI does not mean all shortcomings have been eliminated; advanced closed models still lead in complex agentic tasks, such as working with Arabic documents and files, as well as in depth of cultural knowledge. Dialects remain the most challenging frontier for any model, and reliability is another open issue in this field.

For researchers, this raises the question: does the model truly understand Arabic, or has it merely learned to reproduce familiar linguistic patterns? Li believes that assessing this difference requires questions originally written in Arabic, including regional and dialectal materials, rather than relying solely on translated tests in English. Practical implications go beyond benchmarks. An AI assistant that occasionally misunderstands a dialect can be inconvenient in casual conversation. Such misunderstanding becomes more serious when it affects a government document, medical record, or business instruction. Therefore, according to Li, progress will depend as much on improving reliability and evaluation as on creating larger models. The goal is not just to create more Arabic models, but to develop systems that reliably work for Arabic speakers in the real world. The next stage of Arabic AI development, therefore, may be judged not so much by how naturally the machine can hold a conversation, but by whether people can trust it to understand their instructions and perform the work.

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Abu Dhabi's Crown Prince Meets with Sam Altman of OpenAI, Signing Four Agreements in Key Sectors
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Abu Dhabi's Crown Prince Meets with Sam Altman of OpenAI, Signing Four Agreements in Key Sectors

The Crown Prince of Abu Dhabi, Sheikh Khaled bin Mohammed bin Zayed Al Nahyan, met with OpenAI CEO Sam Altman in the UAE capital. The meeting aimed to discuss opportunities to strengthen cooperation in artificial intelligence (AI) and accelerate its implementation in vital industries.

Discussions focused on using advanced AI technologies to drive government transformation and innovation in Abu Dhabi's strategic sectors, aligning with the emirate's economic goals and development priorities. Progress in Abu Dhabi's adoption of AI in public services and key industries was also discussed, supported by investments in digital infrastructure and national talent development. The emirate aims to become the world's first fully AI-governed government.

Following the meeting, Sheikh Khaled witnessed the signing of four agreements between entities based in Abu Dhabi and OpenAI. These agreements cover the governmental, energy, and investment sectors.

OpenAI CEO Sam Altman stated that Abu Dhabi and the UAE are setting a global standard for integrating AI in both the public and private sectors. He emphasized that OpenAI is proud of the UAE's ambitions, thanks to a shared commitment to safety, accessibility, and responsible innovation.

In the energy sector, agreements were signed between ADNOC, a subsidiary of G42 Inception42, and OpenAI. This makes ADNOC the first company in the energy industry to implement advanced OpenAI technology. This partnership will allow the integration of advanced AI capabilities across all ADNOC operations, supporting more connected decision-making in commercial, investment, and operational spheres to enhance efficiency and productivity.

The technology will run on OpenAI's GPT models using local inference infrastructure in the UAE, aligning with ADNOC's goal to become the most technologically advanced and AI-focused energy company globally.

In the public sector, the Abu Dhabi government and OpenAI launched an initiative they termed the world's first machine-readable government initiative based on AI. This is a step toward the emirate's goal of becoming the world's first fully AI-oriented government. This initiative involves transforming selected government policies and regulations into machine-readable formats, enabling AI-based systems to assist officials in assessing routine regulatory compliance, including permit and certificate applications.

Each such assessment will be traceable back to the relevant regulation, while officials retain oversight and responsibility for final decisions. An initial pilot project, led by the Department of Government Operations Abu Dhabi (DGO), has already been launched jointly with the Abu Dhabi Agriculture and Food Safety Authority (ADAFSA) and focuses on food import. AI data processing is ensured by OpenAI's residency in the UAE, and real-time computations are performed on GPUs in UAE data centers.

Under a separate agreement, Mubadala, Inception42, and OpenAI will apply advanced AI capabilities to investment analysis, identifying opportunities and assessing risks to support informed decision-making and create long-term value. Furthermore, Inception42 and OpenAI have signed a five-year agreement to expand the adoption of advanced AI in the government, corporate, and education sectors in the UAE. This partnership will support major UAE organizations through AI-based enterprise solutions, combining OpenAI's cutting-edge models and AI engineering expertise with Inception42's applied AI capabilities and consulting services.

These four agreements demonstrate Abu Dhabi's commitment to expanding AI usage in strategic areas, boosting productivity, and strengthening its economic competitiveness in the process of building a knowledge and innovation-based economy.

The Impact of Artificial Intelligence on UAE Employees: Work Relief or Increased Burden?
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The Impact of Artificial Intelligence on UAE Employees: Work Relief or Increased Burden?

Artificial intelligence (AI) offers employees new opportunities to accelerate work, but for many specialists in the United Arab Emirates (UAE), the saved time does not always lead to a reduction in workload.

Despite 76 percent of workers in the UAE expressing enthusiasm for the changes AI will bring, compared to 65 percent globally, and 72 percent noting more opportunities for innovation than a year ago, the pressure to complete a greater volume of tasks continues to rise.

According to the Korn Ferry UAE Workforce Report 2026, based on the opinions of 500 professionals in the country, 70 percent of employees report a significant increase in their workload over the past two years. These results highlight a growing dilemma in the workplace: as AI automates routine tasks and opens up opportunities for innovation, are employees benefiting from increased efficiency, or are they simply expected to do more?

Najiba Suleiman Abubaker, Senior Manager of HR and Culture at Hotpack, believes that companies must ensure that the implementation of AI does not automatically lead to an increase in employee responsibilities. She notes that AI can simplify work by handling repetitive and laborious tasks, allowing specialists to focus on problem-solving, making better decisions, and performing meaningful tasks. However, she emphasizes that saved time should not automatically mean additional duties, and organizations must find a balance between efficiency and staff well-being.

According to her, HR departments need to collaborate closely with business leaders to assess the quality of work, set realistic expectations, and analyze workloads, rather than focusing solely on final results. Furthermore, managers require training to fairly distribute tasks and evaluate performance amid changing job roles due to AI. Employees must also understand how to use this technology responsibly, especially when dealing with confidential data.

Abubaker concludes that regular feedback helps HR determine whether the technology is reducing pressure or, conversely, intensifying it. Ultimately, AI should improve the human work process itself, not just the volume of that work.

Aws Ismail, co-founder of Onyx AI Solutions, believes the problem often lies not in the technology itself, but in how companies utilize the saved time. He states plainly that many companies simply fill the freed-up time with additional work, which is a management issue, not an AI one. If a person saves two hours and is then given two new assignments, nothing improves.

Ismail advises organizations to use AI to eliminate tedious and repetitive duties so that employees can concentrate on tasks requiring human judgment and interaction. For example, at Onyx, an AI recruiter handles initial call screening, allowing recruiters to spend more time communicating with candidates and stakeholders. In his view, the goal should be to increase productivity, not just efficiency and output volume.

He also believes that performance evaluation methods must change. When employees are evaluated primarily on the quantity of work completed, AI can only increase the number of tasks expected of them. Instead, they should measure the value they bring, and he believes HR should lead this process. Teams need to be asked what part of their work causes fatigue, and that should be handed over to AI first.

Ismail asserts that businesses must decide for themselves how the saved time will be used—to improve work quality, develop new skills, or establish a more sustainable pace. He stresses that AI represents a huge opportunity to improve work, but only if companies allow their employees to feel this benefit and genuinely enjoy using the technology, rather than just focusing on pure profit.

Shabil Ummer, HR Director at V Group International, points out that AI has helped employees regain time, not increase their workload. He argues that this only happens when one principle is followed: we must use AI, not let AI use us. Across retail, wholesale, e-commerce, and support divisions, company employees use AI for document drafting, data analysis, and report preparation. Tasks such as handling first-level customer inquiries, which previously took hours, are now done in minutes.

Ummer notes that the freed-up time allows workers to focus on customers, teamwork, and business problems requiring human judgment. AI also helps managers distribute project responsibilities more fairly according to employee capabilities. He believes organizations need to rethink the concept of a productive workday as AI integrates into daily operations. He insists that companies must change daily expectations, but the metric must remain work quality, not its quantity. A good day is defined by the value created, not the number of tasks completed.

For HR departments, the task is to ensure that increased efficiency translates into tangible benefits for employees, not just a new set of goals. In Ummer's view, HR's role is to set boundaries so that the time saved by AI is directed towards improving work, training, and customer service, rather than simply completing more tasks.

UAE Employers Reassess Hiring Approaches Due to AI Complicating Candidate Skill Verification
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UAE Employers Reassess Hiring Approaches Due to AI Complicating Candidate Skill Verification

Artificial intelligence makes it easier for applicants to create flawless resumes and prepare convincing answers for interviews. However, for employers in the United Arab Emirates (UAE), this presents a new problem: how to determine if a candidate is genuinely capable of performing the job, or merely presenting themselves well on paper?

This concern is reflected in a new study conducted in the US, which indicates that 60 percent of hiring specialists face difficulties assessing candidates' actual abilities as AI becomes more widely integrated into the recruitment process.

According to the Workforce Decoded Report, the proportion of employers still struggling to understand how to effectively assess AI-related skills has doubled: from 16 percent in 2025 to 32 percent in 2026.

This issue is becoming increasingly relevant to the UAE labor market, where recruiters are forced to seek information beyond AI-generated applications to ascertain what candidates truly know and can deliver.

Consequently, employers are placing greater emphasis on practical assignments, examples of real past work, and candidates' ability to explain their problem-solving approach, subjecting demonstrations of candidate skills to more rigorous scrutiny than their resume claims.

Aws Ismail, co-founder of Onyx AI Solutions, noted that the complexity is partly due to hiring processes continuing to place too much weight on written applications. He stated: 'Candidates are now using AI to write better applications, so the resume itself says less than it used to. Employers who are still screening based on paper will face difficulties. Employers who have updated their methods of evaluating people find it easier.'

In his view, AI can also help employers find talent that might otherwise be overlooked, especially within the international workforce, such as in the UAE, where applicants may not be strong writers or apply in a second language. Ismail added: 'Many capable people have been missed because they are not strong writers or apply in their second language. In an international market like the UAE, there is a lot of talent. AI helps them demonstrate what they can actually do.'

Nickie Wilson, CEO of Genie Recruitment in the UAE, believes that theoretically, AI should simplify the identification of candidate skills, but its use by applicants has complicated this process. She noted: 'The problem is that candidates are also using it to optimize their resumes, which makes it difficult to separate genuine experience and ability from a well-written application.'

Some companies are introducing practical tasks to test candidates' abilities, but even these assessments are not immune to AI assistance. Wilson stressed that recruiters need to look beyond the final answer to understand how the candidate arrived at it. She also warned against replacing professional judgment with automated pre-screening, especially when AI-generated applications begin to look increasingly similar.

Wilson expressed concern that without human judgment, there is a risk of selecting candidates who are best at using AI for self-presentation rather than those best prepared to perform the job. She added that this increases the value of traditional recruiting skills, including direct conversations, targeted searching, and detailed knowledge of candidates' track records. 'A resume can attract attention, but the recruiter must establish what this person has actually delivered.'

For Nisha Nair, HR Manager at Innovations Global, the solution lies in shifting towards a more evidence-based and competency-focused approach that tests candidates' real capabilities rather than relying primarily on qualifications and titles. She reported that employers are increasing the focus on practical assignments, scenario-based interviews, technical assessments, structured questions, and verifying candidates' experience and achievements.

Nair emphasized that for leadership and specialized roles, it is particularly important to understand how candidates handled real business problems, made decisions, and contributed to measurable results. She added that recruitment must determine whether candidates possess the necessary skills, judgment, and adaptability for success in the role.

Acknowledging that AI can help qualified candidates present their experience more effectively, find suitable opportunities, and prepare for interviews, Nair also noted that it can assist candidates with limited relevant experience in creating compelling applications, potentially widening the gap between perceived competence and actual ability. 'The problem is not the use of AI per se, but whether the presented information reflects the candidate's own skills, experience, and contribution.'

Ismail concluded that AI can help solve this problem if it is used to evaluate applicants, rather than just to enhance their applications. At Onyx, he noted that AI-based interviews allow recruiters to engage with candidates, ask follow-up questions, and assess answers according to job requirements. 'You can use AI to write about a skill. You cannot use it to fake it in a live conversation.'

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