< PreviousFEATURE 30 EDGE | Saudi Special How Moro Hub is blending intelligence, infrastructure, and human ingenuity Words by Pavneet Kaur REIMAGINING THE DIGITAL WORKFORCE I t’s easy to imagine the “digital workforce” to be comprised of machines — algorithms replacing human decisions, data clouds replacing offi ces, and automation replacing manual eff ort. Yet the real story unfolding across the UAE is a lot more nuanced. It’s one where human talent and AI complement each other, learning, adapting, and scaling together. Few companies illustrate this intersection, and Moro Hub, a subsidiary of Digital DEWA, has quietly become one of the region’s most infl uential players in building Dubai’s smart, sustainable economy. Under the leadership of Mohammad Bin Sulaiman, CEO of Moro Hub, the company is rejuvenating the concept of a “digital-fi rst” economy, not by automating people out of the picture, but by empowering them with data, AI, and sustainable infrastructure. INFRASTRUCTURE MEETS INTELLIGENCE Moro Hub sits at the centre of Dubai’s digital transformation — a bridge between infrastructure and intelligence. Its purpose-built, industry- certifi ed data hubs form the backbone of the emirate’s transition toward a digital-fi rst economy, powering the data that fuels everything from government systems to private-sector operations. “We enable both public and private sectors to securely host, manage, and analyse data at scale,” says Bin Sulaiman. “Our integrated services across cloud, cybersecurity, IoT, and AI support Dubai’s ambition to be one of the world’s most PARTNER CONTENT EDGE | Saudi Special 31 connected, secure and intelligent cities.” This vision of his is intertwined with sustainability. Moro Hub’s Guinness World Record-winning Green Data Centre in Dubai, which is the largest solar- powered data centre in the world — has become symbolic of this blend between environmental responsibility and technological advancement. The facility aligns with the Dubai Clean Energy Strategy 2050 and the UAE Net Zero 2050 Strategy, demonstrating that digital progress can, and must, co-exist with decarbonisation goals. According to the International Energy Agency (IEA), global data centres account for nearly 1–1.5% of total electricity use, a fi gure expected to rise with the AI boom. This positions the UAE not merely as an adopter of AI infrastructure, but as a pioneer of sustainable digital innovation. THE HUMAN IN THE LOOP At the heart of Moro Hub’s philosophy lies a simple idea: technology should augment human capability, not replace it. As automation and AI permeate workplaces, the concept of the “digital workforce” becomes as much about mindset as it is about machinery. “The digital workforce represents a productive collaboration between human intelligence and artifi cial intelligence,” says Bin Sulaiman. “AI enhances human capabilities, empowering teams with greater strategic insight, operational foresight, and effi ciency.” Across the UAE, that philosophy resonates. According to PwC’s Middle East Workforce Hopes and Fears Survey 2024, 63% of employees already use AI in some form at work, while 75% believe the technology will create new opportunities rather than eliminate jobs. The shift is less about redundancy and more about reskilling — an area where Moro Hub has been deliberate in / Mohammad Bin Sulaiman, CEO, Moro Hub its approach. Through partnerships with global technology providers, the company helps professionals strengthen skills in cybersecurity, AI, and data analytics. “Developing digital talent is a key part of our mission,” Bin Sulaiman notes. “Our experts go beyond delivering technology — they share practical insights, ensuring clients and partners are prepared to succeed in an AI- driven economy.” This ecosystem approach aligns closely with Dubai’s D33 Strategy, which aims to double the size of the emirate’s economy and position it among the world’s top digital hubs. It’s an example of how policy, partnerships, and people intersect — ensuring the workforce remains central to the AI narrative. SOVEREIGN CLOUDS, LOCAL TRUST As global cloud providers expand into the region, the UAE’s technology ecosystem faces a balancing act: how to adopt world-class solutions without compromising data sovereignty and trust. Moro Hub’s answer lies in localisation. “Our infrastructure ensures data sovereignty, resilience, and security in full alignment with Dubai’s D33 strategy and the UAE’s digital economy agenda,” says Bin Sulaiman. “Our locally / Enterprises across the UAE are now shifting to cloud from legacy systems FEATURE 32 EDGE | Saudi Special hosted, AI-ready cloud ensures compliance with regulatory frameworks while maintaining global interoperability.” That interoperability is key. Moro Hub’s Secure XDR, IoT security, and Governance, Risk and Compliance (GRC) frameworks provide enterprises with end-to-end visibility, while maintaining alignment with national data-sovereignty mandates. The approach refl ects a broader regional trend — where governments are setting clear boundaries on cross-border data fl ows to reinforce digital independence. According to IDC, spending on public cloud services in the Middle East, Türkiye, and Africa (META) region is projected to reach $13.3 billion by 2027, growing at a CAGR of 19.4%. However, much of this growth will come from hybrid and sovereign models — precisely the kind that Moro Hub champions — blending global reach with local control. GREENING THE DIGITAL BACKBONE Moro Hub’s sustainability narrative is more than a showcase; it’s becoming a market diff erentiator. The company’s solar-powered data centre doesn’t only run on renewables — it sets a precedent for how digital infrastructure can lead the decarbonisation of IT operations. “Our Green Data Centre runs entirely on solar power,” Bin Sulaiman says. “It supports the Dubai Clean Energy Strategy 2050 by signifi cantly reducing carbon emissions compared to traditional data centres. Net Zero Energy Data Centres are attracting both local and international clients, contributing to economic growth.” The UN Environment Programme (UNEP) estimates that adopting renewable-based data centres could help cut the ICT sector’s emissions by up to 20% by 2030. For a country like the UAE — which hosts more than 100 operational data centres and is building capacity for hyperscale and AI workloads — this commitment translates directly into competitive advantage. The intersection of sustainability, AI, and infrastructure, as Bin Sulaiman says, “will shape business competitiveness over the next decade. Organisations that integrate these three elements will achieve higher effi ciency, stronger innovation, and long-term resilience.” THE NEW CURRENCY: DATA AND TRUST Beyond technology, what truly defi nes Moro Hub’s approach is trust — the confi dence enterprises have in where their data resides and how it’s managed. By aligning with national digital regulations and adopting advanced security architectures, Moro Hub off ers what many multinationals still struggle to guarantee globally: end-to-end data protection 63% already use AI in some form at their workplace / Moro Hub’s Green Data Centre at Dubai’s MBR Solar ParkPARTNER CONTENT EDGE | Saudi Special 33 with local accountability. According to Gartner, by 2026, 75% of the world’s population will have its personal data protected under modern privacy regulations, up from 25% in 2020. In this context, Dubai’s model — combining sovereign data frameworks with global partnerships — off ers a blueprint for how emerging economies can secure their digital futures without stifl ing innovation. “Moro Hub’s model ensures customers benefi t from global expertise while maintaining full control and trust over their data,” says Bin Sulaiman. “Responsible innovation is how we balance the best of both worlds.” SCALING WITH PURPOSE The company’s AI-integrated platforms and IoT-driven services are helping industries — from government and healthcare to fi nance and energy — unlock new effi ciencies. “Through our AI-integrated cloud platforms, data analytics, and IoT-powered smart services, we help organisations use real-time business intelligence to optimise performance and scale effi ciently,” Bin Sulaiman explains. “Whether it’s enhancing energy management, improving healthcare operations, or securing fi nancial transactions, Moro Hub’s solutions deliver measurable results.” This isn’t about technology for technology’s sake. It’s about embedding intelligence where it matters — in the everyday systems that sustain economies and improve lives. It’s the invisible layer of innovation powering Dubai’s smart-city fabric. LEADERSHIP FOR A DIGITAL-GREEN ERA Behind every technological milestone is a leadership philosophy that values purpose as much as progress. Bin Sulaiman describes Moro Hub’s culture as collaborative, agile, and accountable — one where innovation is tied to solving real-world challenges while advancing national sustainability goals. “Empowering teams and encouraging adaptability are key priorities,” he says. “Innovation must have purpose.” This human-fi rst ethos echoes across the UAE’s broader AI strategy, where leadership development and digital literacy are seen as strategic imperatives. The UAE’s AI Strategy 2031 emphasises “upskilling a new generation of AI-ready professionals,” a goal that companies like Moro Hub are actively helping to realise. Bin Sulaiman’s message to leaders and policymakers is clear: “Invest equally in digital literacy and sustainable innovation. The future belongs to those who can combine human potential with AI responsibly.” TOWARDS THE AI-NATIVE ENTERPRISE As industries across the world shift toward AI- native operating models, Moro Hub’s journey off ers a glimpse of what a balanced future could look like — one where effi ciency doesn’t come at the expense of ethics, and automation doesn’t erode human ingenuity. In the end, the digital workforce isn’t just about algorithms or analytics. It’s about alignment — between technology and talent, intelligence and infrastructure, sustainability and growth. And as Dubai continues to scale its smart- economy ambitions, Moro Hub is ensuring that the foundation beneath it remains as human as it is digital. Our green data centre runs entirely on solar power. It supports the Dubai Clean Energy Strategy 2050, by signifi cantly reducing carbon emissions compared to traditional ones / Moro Hub’s AI powered platforms & IoT services are empowering industrial operationsCOVER STORY 34 EDGE | Saudi Special PARTNER CONTENT EDGE | Saudi Special 35 Ahmed AlFaifi , head of SAP MEA (North) region, is driving Saudi Arabia’s shift toward an AI-powered workforce that blends human purpose with digital intelligence WORK 3.0 IN THE KINGDOM I t’s early morning in Riyadh, and a young Saudi analyst opens her laptop. She starts her day not by checking emails but by asking her AI assistant how production lines performed overnight, which supplier data looks off , and what predictive models suggest for tomorrow’s cycle. Within minutes, she’s ideating improvements based on those insights. For her, work doesn’t begin with instructions — it begins with information. And that’s increasingly true for professionals across industries who are weaving generative AI into their daily routines — whether to sharpen decisions, gain creative headstarts, or simply reclaim time from repetitive tasks. In Saudi Arabia, however, this shift carries an even deeper resonance. As the Kingdom undergoes a cultural and economic renaissance, technology is becoming both a catalyst and a mirror — amplifying national ambition, accelerating digital fl uency, and shaping a generation that views AI not as a disruption, but as an enabler of purpose-driven progress. The Kingdom’s workplaces are moving to a new normal – where people and technology no longer coexist; they co-create. Globally named as the Work 3.0 phenomenon — a world where work is AI-native, decentralised, and human-led. When we asked Saudi-based Ahmed AlFaifi , Senior Vice President and Managing Director of SAP Middle East & Africa (North), he said, “Work 3.0 is technology with heart, progress with meaning.” He further delves into how Saudi Arabia is shaping the next generation of digital talent, the macro forces driving this change, and how enterprises like SAP are enabling the Kingdom’s transition to an AI-powered economy.COVER STORY 36 EDGE | Saudi Special 132B is the approximate value of Saudi’s digital economy digital trade bridge linking regional and global supply chains. The story goes beyond access to the right tools, at its core it’s about translating ambition into capability, and technology into tangible outcomes that shape people’s lives. RETHINKING THE DIGITAL WORKFORCE “The move from manual to digital work isn’t only about tools, but about mindset,” he adds. When we talk about the “digital workforce,” it’s easy to picture automation and robotics. But Saudi Arabia’s renaissance tells a deeper story — one rooted in culture, confi dence, and human capability. It’s about how people, grounded in their values and national pride, are using AI-enabled systems to amplify judgment, creativity, and collaboration. Employees now expect their systems to anticipate their needs before they even say it, eliminating friction. SAP’s Business AI embedded across its platforms is helping make this possible. “We’re seeing a rise in transparency, empowerment, and accountability,” says AlFaifi , “hallmarks of a modern Saudi work culture built on trust and measurable productivity.” This shift also aligns with the generational pulse of Saudi Arabia’s youth — a demographic that has grown up in an era where creativity, digital fl uency, and national pride coexist naturally. For them, the workplace isn’t a destination; it’s a platform for purpose. You see it in how they express themselves online — from their dominance on Snapchat, where A NEW ECONOMIC MOMENT Saudi Arabia’s digital journey isn’t a sprint toward automation — it’s a marathon toward economic translation. Vision 2030 has anchored technology as both a pillar and a proof point of national diversifi cation. According to the Saudi Vision 2030 report, the Kingdom’s digital economy has reached approximately $132 billion (SAR495 billion), contributing around 15% to GDP. Meanwhile, the ICT market has surpassed $48 billion (SAR180 billion), driven by expanding private-sector investment and a growing culture of innovation, consolidating Saudi Arabia’s position as the region’s largest technology market. These numbers signify maturity. Saudi enterprises are no longer passive adopters of imported innovation; they are building solutions for their own context. “Saudi Arabia is charting a remarkable course where technology and human potential evolve hand in hand. Vision 2030’s focus on diversifi cation is fuelling large-scale cloud and AI adoption, particularly across government, manufacturing, and fi nance,” adds AlFaifi SAP’s own investment trajectory mirrors this national momentum. The company was the fi rst technology fi rm to launch a local data centre in the Kingdom, reinforcing data sovereignty and trust, and has now announced its second global hub for the SAP Business Network — hosted in the Kingdom — positioning Saudi Arabia as a / Diriyah’s restored architecture stands as a canvas of how Saudi heritage meets modern transformationPARTNER CONTENT EDGE | Saudi Special 37 / Saudi Arabia’s Vision 2030 values the people as its most valuable infrastructure Gen Z in Saudi Arabia ranks among the world’s most engaged audiences, to how they blend culture with the content they create. The same instinct driving this digital expression is now shaping how they work: confi dent, connected, and constantly experimenting with what technology can enable next. PEOPLE AS INFRASTRUCTURE Vision 2030’s most enduring truth is that the Kingdom’s most valuable infrastructure is its people. Technology can be imported; capability cannot. This philosophy underpins SAP’s national training and localisation agenda. Through the SAP Young Professionals Program (YPP), the company has invested over €17.4 million to train more than 800 Saudi professionals, maintaining a 96% employment rate. Building on that foundation, SAP launched a joint initiative with MCIT to develop digital skills in AI, data analytics, and application development — sending Saudi professionals to SAP’s fl agship Academy for Engineering in Silicon Valley. Over 320 participants from organisations such as Aramco, the Ministry of Defense, NEOM, and Diriyah Gate Development Authority have graduated from this high-intensity programme. “These professionals are returning to drive the Kingdom’s largest transformation projects,” says AlFaifi . SAP has delivered more than 400,000 training man-days across Saudi Arabia, expanding technical and leadership pathways for youth and mid- Hallmarks of a modern Saudi culture are built on trust and measurable productivity career professionals alike. Its Innovation Hub and Experience Centre in Khobar adds another layer — a collaborative ecosystem where ideas are tested, refi ned, and scaled in real time. Together, these initiatives articulate a simple but profound idea: AI-native work begins with human-native learning. THE CULTURAL CODE Ask AlFaifi what makes Saudi Arabia’s digital movement unique, and he doesn’t start with technology — he starts with culture. “The Kingdom’s renaissance is deeply cultural,” he says. “It’s about self-belief, pride, and a renewed confi dence in local capability.” That confi dence is visible in how organisations approach innovation. Saudi enterprises are now designing for their own realities, not replicating foreign models. From energy to retail, we’re witnessing the rise of contextual innovation — solutions that understand Arabic language, local regulatory frameworks, and cultural nuance. For technology partners like SAP, this means that transformation must align with national ethos — sovereignty, trust, and inclusivity. “Digital transformation in Saudi Arabia succeeds when it respects national values,” AlFaifi emphasises. “We align with this by localising solutions, ensuring data sovereignty, and investing in Saudi women and youth.” Indeed, more than 30% of SAP’s program graduates are women, many of whom now hold leadership positions within the Kingdom’s public and private sectors. It’s a signal of progress — a future where inclusion isn’t just policy but practice.COVER STORY 38 EDGE | Saudi Special As Saudi Arabia’s digital identity strengthens, enterprises are discovering that culture isn’t a side-note to innovation — it’s the operating system beneath it. OVERCOMING THE INVISIBLE HURDLES Every transformation carries friction. In Saudi Arabia, the biggest hurdles are organisational, not technological. Many companies still wrestle with legacy systems, complex hierarchies, and uneven change management. SAP’s experience shows that progress happens when enterprises frame transformation as a people-fi rst journey, not a system upgrade. Take SAP’s partnership with Saudi Basic Industries Corporation (SABIC) as an example. SABIC professionals trained through the YPP now use SAP Analytics Cloud to make faster, data-driven decisions supporting operational excellence. While SAP’s foundation echoes the nation’s ambition to translate capability into contribution, AlFaifi acknowledges that every transformation journey comes with its set of hurdles. “To bridge the hurdle often faced with legacy complexity, we advocate three practical shifts: 1. Adopt a clean-core cloud ERP, reducing legacy complexity. 2. Use process intelligence to identify and close performance gaps. 3. Sustain upskilling through visible leadership and clear metrics. ETHICS, EMPATHY, AND AI The rise of AI-native jobs naturally raises questions about ethics and displacement. But AlFaifi reframes this tension, “AI will redefi ne work, but not by replacing people — by elevating them.” Saudi Arabia’s AI Principles, which emphasise fairness, transparency, and human oversight, off er a strong national foundation. SAP operationalises / King Abdulaziz Centre for World Culture - Ithra in Dhahran, Saudi Arabia / Leaders across the Kingdom are combining governance models with cultural integrity Saudi Arabia’s renaissance is deeply cultural PARTNER CONTENT EDGE | Saudi Special 39 these values through explainable AI, governance layers, and continuous monitoring — ensuring innovation remains accountable. It’s a model of responsible speed: moving fast without breaking trust. At the same time, leaders are being challenged to reimagine roles. “CEOs and CIOs are no longer just technology buyers,” says AlFaifi . “They’re stewards of data trust, culture, and innovation.” SAP’s Digital Skills Centre, which has impacted nearly 9,800 professionals across 44 countries, is extending that leadership philosophy into the Kingdom. Through its SAP NOW Riyadh event held earlier this month, the company demonstrated how agentic AI — unveiled recently at SAP Connect Las Vegas — is being localised for Saudi enterprises, reinforcing that the next generation of business leaders will be those who can balance speed with stewardship. SMART CITIES, SMARTER WORK As Saudi Arabia accelerates its smart city initiatives — from NEOM to Diriyah Gate — the very defi nition of work is changing. These are environments powered by digital twins, IoT grids, and predictive analytics, where roles like AI operators, sustainability analysts, and digital architects are replacing traditional job descriptions. SAP supports this shift through intelligent asset management and industry cloud solutions, ensuring that the workforce powering the Kingdom’s infrastructure is as adaptive as the systems they run. “Smart cities aren’t just technological projects; they’re living laboratories for new ways of working,” says AlFaifi . “They demand a workforce that can think in data, act with agility, and design for sustainability — skills that defi ne the next generation of Saudi professionals.” THE MORAL COMPASS OF WORK 3.0 In an age of automation, transparency and accountability are the new currencies of trust. Saudi Arabia’s approach to digital ethics — anchored in governance and inclusivity — is shaping a global template for responsible innovation. As AlFaifi explains, “Digital transformation is technical, but it’s also moral. By combining robust governance with cultural integrity, Saudi enterprises are setting global standards for responsible innovation.” This moral clarity ensures that Work 3.0 doesn’t just optimise outputs — it humanises outcomes. Work 3.0 is not a distant horizon — it’s the everyday reality unfolding across Saudi Arabia’s boardrooms, classrooms, and innovation labs. It’s visible in the students of SAP University Alliances, who are being introduced to AI applications through the Business AI Roadshow; in graduates, and in enterprises across Riyadh that now measure innovation by its human impact, not just its ROI. “We leave not only with certifi cations, but with purpose and direction to contribute to Saudi Arabia’s digital future,” AlFaifi says. Ultimately, this next frontier is not about replacing humans — it’s about redesigning work around them. In the Kingdom, that redesign is already underway — anchored by national pride, accelerated by technology, and amplifi ed by a workforce that’s learning to think algorithmically but act empathetically. If the 20th century defi ned work by the factory and the 21st by the screen, Saudi Arabia is shaping what comes next — work with meaning, technology with heart, and progress with purpose. / Ahmed AlFaifi, SVP and MD, SAP Middle East & Africa (North) 9,800 professionals across 44 countries have been trained in SAP’s Digital Skills CentreNext >