< Previous40 May 2025law-middleeast.com ANALYSIS AI is rapidly becoming a game-changer, off ering innovative ways to streamline proceedings and reduce bottlenecks AI’S TRANSFORMATIVE POWER IN UAE DISPUTE RESOLUTION Under the UAE National Strategy for Artifi cial Intelligence (AI) 2031, various sectors, including the fi eld of dispute resolution, are witnessing AI’s transformative power. Law practitioners working within the UAE’s dynamic legal landscape are undoubtedly witnessing the rapid integration of AI in the country’s dispute resolution sector, as the UAE continues to solidify its reputation as a global hub for innovation and technology. With the UAE leading the charge—having appointed the world’s fi rst Minister of AI back in 2017 and launching initiatives like the UAE Centennial 2071 plan—it is clear that AI is set to become an indispensable tool in legal processes. This article will explore how AI is already reshaping dispute resolution in the UAE, its potential ahead, and the legal and ethical challenges that come with these advancements. UAE DISPUTE RESOLUTION The UAE has a rich ecosystem for resolving disputes, whether through local courts, the Dubai International Financial Centre (DIFC) and Abu Dhabi Global Market (ADGM) free zone courts, or arbitration centres like the ICC International Court of Arbitration which in 2021 opened its fi fth case management offi ce in the ADGM arbitration centre. Traditionally, these institutions have relied heavily on human expertise. But today, AI is rapidly becoming a game-changer, off ering innovative ways to streamline proceedings and reduce bottlenecks. AI APPLICATIONS AI in litigation: AI tools are already playing a signifi cant role in litigation by automating tedious tasks such as document review or predicting case outcomes based on past rulings. The ability of AI to assist in e-discovery has drastically reduced the time and costs AI is undeniably shaping the future of dispute resolution in the UAE, off ering new effi ciencies, reducing costs, and making justice more accessible Karim Nassif Principal at Nassif Arbitration Sanam Pouyan Associate at Nassif Arbitration LME_May2025_40-41_AI_13599233.indd 40LME_May2025_40-41_AI_13599233.indd 4002/05/2025 06:4602/05/2025 06:46May 2025 41law-middleeast.com ANALYSIS associated with traditional processes. For instance, the DIFC Courts have issued a novel set of guidelines for using AI-generated content in litigation. AI in mediation: The Mediation Committee of the International Bar Association (IBA) has issued draft guidelines on incorporating generative AI into mediation. These guidelines seek to blend AI with mediation practices, safeguarding essential principles such as neutrality, confi dentiality, and party autonomy. AI in arbitration: Arbitration’s fl exible nature has made it an ideal setting for AI integration. From AI-driven case management, to procedural automation, to systems that assist in drafting arbitration awards, the possibilities are vast. In the near future, AI might even take on more central roles, such as selecting arbitrators or suggesting potential settlements based on case data. CHALLENGES AND LEGAL IMPLICATIONS As exciting as AI is, it also brings challenges. Issues like data privacy, algorithmic bias, and reduced human oversight raise important ethical questions. AI is only as unbiased as the data it is trained on. If that data refl ects societal or historical biases, there is a risk of perpetuating unfair outcomes. Thereofre, ensuring transparency 2017 The UAE appointed the world's first AI Minister in 2017 and fairness in AI-driven decision-making processes will be crucial. While AI off ers effi ciencies, it is however essential not to lose sight of the value of human judgement in dispute resolution. Striking the right balance between AI’s support and human expertise will be key to preserving the integrity of the legal system. That said, the UAE has begun to implement strong data protection safeguards through various laws, such as: The UAE Federal Law No. 45 of 2021 on the Protection of Personal Data (PDPL): Issued in 2021, the PDPL is the UAE’s fi rst comprehensive federal data protection law which aligns with international data protection standards, such as the EU’s General Data Protection Regulation (GDPR). It applies to companies operating in the UAE, excluding free zones with their own regulations like the DIFC and ADGM. The DIFC Data Protection Law No. 5 of 2020: The DIFC has its own data protection law, which aligns closely with the GDPR and applies to companies operating within the DIFC free zone. The ADGM Data Protection Regulations 2021: These regulations govern data protection in the ADGM free zone, also closely aligned with GDPR principles. Similarly, the ICC highlighted the need for a robust governance framework, essential to maximise the benefi ts of AI while addressing potential risks. As announced in Mexico on September 14, 2024, the Steering Committee of the ICC Commission on Arbitration and ADR has decided to create a new task force on AI in international dispute resolution. AI is undeniably shaping the future of dispute resolution in the UAE, off ering new effi ciencies, reducing costs, and making justice more accessible. While legal practitioners must carefully navigate the ethical and regulatory challenges that come with this technological shift, there is no doubt that AI will be central to the UAE’s evolving legal landscape. For lawyers in the dispute resolution fi eld, staying ahead of these changes will be essential to thriving in this AI-driven future, and most importantly safeguarding the access to justice and the credibility and respectability of the dispute resolution mechanism. LME_May2025_40-41_AI_13599233.indd 41LME_May2025_40-41_AI_13599233.indd 4102/05/2025 06:4702/05/2025 06:4742 May 2025law-middleeast.com INTERVIEW Clifton Harrison has relocated from the UK to the UAE for the role, while continuing his responsibilities as global law markets leader EY LAW’S NEW LEGAL OPS LEADER OUTLINES REGIONAL PLANS EY Law has promoted Clifton Harrison, global law markets leader, to partner and has appointed him legal transform & operate (LTO) leader for the Middle East and North Africa (MENA) region. As part of the role, he has relocated from the UK to the UAE, and will continue to cover the global law markets leader role which he has held since 2022. His initial focus is to build out the regional practice across the UAE, Saudi Arabia, and Qatar, leveraging EY’s global network and delivery centres to provide legal services, particularly in fi nance, energy, and government sectors. In a recent interview, he discusses his plans in his dual role as well as EY’s strategic growth in the Middle East. Congratulations on your new role. Can you elaborate on your plans for the practice? Many thanks. Our EY Law teams provide our clients with an integrated business solution that aligns our legal off erings with other EY services. I will be focused on helping our legal department clients deliver services in a more innovative and technology-enabled way to increase productivity, save time, and reduce costs. Clients have reacted positively to this focus on improving legal department operations, and our goal is to collaborate with them to help address the key issues which they are facing. Our recently released global general counsel study points to the complexity of leading a high-performing legal function amid disruption, and our aim is to help clients innovate with confi dence. As part of the role, you will be relocating to Dubai. Why is the Middle East a strategic growth market for EY Law? We have been successful in growing our practice over the last three years under Chris Sioufi ’s leadership, and my arrival will add to the momentum which both he and the team have created. I am hugely excited to be moving to the region, which I have been visiting frequently since 2015. I have watched in awe as to the market development in the UAE, Qatar, and more recently, in Saudi Arabia. It is a hugely dynamic economic market which we are focused on. We have global clients opening here and international players in the region expanding overseas. We are seeing client demand increasing and evolving markedly as they seek modern legal services underpinned by technology which provide real value for money. Are there any challenges you anticipate in building out the practice across the UAE, Saudi Arabia, and Qatar, and how do you plan to address them? We have teams in the UAE and Saudi Arabia which we will leverage as we provide services to clients. We will utilise our EY Law capabilities within the region to drive our planned growth, and as we grow and increase the size of our managed services team locally, we will use our global network of legal transformation and legal managed services specialists to provide 2019 The year EY Law launched in the Middle East EY Law partner Clifton Harrison LME_May2025_ 42-43_EY Clifton Harrison_13591508.indd 42LME_May2025_ 42-43_EY Clifton Harrison_13591508.indd 4205/05/2025 16:2805/05/2025 16:28May 2025 43law-middleeast.com INTERVIEW support where required. The local teams have been incredibly welcoming and are excited to be part of a team which brings something diff erent to clients. Why is your initial focus on fi nancial services, energy, and government & public policy? Do you anticipate branching into other sectors in the near future? There are a few reasons for this approach. We will initially focus on industries which have large legal needs which have already been asking for support in managing legal function demand, budgetary pressures, and transformation eff orts. This includes fi nancial services, energy, and government & the public sector, which are among the primary industries in the region and where EY as an organisation is focused. It makes sense to start here and then follow client demand. How will EY’s off ering diff er from similar services in the region? Our services complement the existing services on off er in the region, and help clients reduce spend on high volume work types such as commercial contracting, employment law, and entity management, as well as legal transformation and technology adoption. This is consistent with the EY “All in” global strategy in which we are working together across law, tax, consulting and beyond to empower business leaders, including general counsel, with managed services, transformation solutions, and other capabilities that they can use to shape the future with confi dence. EY has delivery centres in Lebanon, Jordan, Poland, and India. How will these integrate with its Middle East practice, and what specifi c benefi ts will they provide to clients? Our delivery centres are a key component in our service delivery proposition with clients. They allow us to provide an extended service using diff erent time-zones and meeting a wide variety of language requirements to increase effi ciencies and client satisfaction. We will I have watched in awe as to the market development in the UAE, Qatar, and more recently, in Saudi Arabia. It is a hugely dynamic economic market which we are focused on continue to use and grow our resources in these locations, alongside our teams in the UAE and Saudi Arabia, to meet the needs of our clients. You will be managing both the global law markets leader role and the regional LTO leader role. How do you plan to balance these responsibilities, and are there any synergies between the two? We believe there are synergies between the two roles. My global markets leader role is centred on listening to client needs and creating new solutions to help general counsel meet their challenges. In many ways, there is no better place to be based than the MENA region, given the fast-developing needs of clients here. We have seen some clients seeking to jump several evolutionary stages, and create a future- proofed, technology-enabled function which provides value to their organisation. There is no reason why MENA-headquartered clients cannot be at the forefront of the changes within the legal sector. LME_May2025_ 42-43_EY Clifton Harrison_13591508.indd 43LME_May2025_ 42-43_EY Clifton Harrison_13591508.indd 4305/05/2025 16:2805/05/2025 16:2844 May 2025law-middleeast.com IN-HOUSE Drawing on his experience in ‘one of the most diverse countries’ globally, Shahab Ahmed shares advice for those considering a similar move FROM THE US TO THE UAE AS ETIHAD’S HEAD OF LEGAL In 2014, I was working at Microsoft in Redmond, Washington as director of law when I received an interesting message on LinkedIn from Etihad Airways. One thing led to another, and I was appointed head of legal at Etihad Airways based in Abu Dhabi. I still remember the fi rst day I landed in Abu Dhabi with my family—it was exciting but naturally we were all a bit apprehensive— new land, new job, new customers, and a new legal and regulatory landscape to navigate as well. I was also general counsel for the airline’s Loyalty Group which was an incredibly exciting and rewarding role, but there were so many new things to learn as a lawyer from the US. I was navigating a new business, new legal regime, new stakeholders, and quite a diff erent way of doing business. I still remember when I received my physical stamp to stamp contracts—that is quite 7 The number of years Shahab Ahmed worked at Etihad Airways, from 2014 until 2021 By Shahab Ahmed, group general counsel at The Binary Holdings LME_May2025_44-45_in-house SA_13599700.indd 44LME_May2025_44-45_in-house SA_13599700.indd 4405/05/2025 16:2705/05/2025 16:27May 2025 45law-middleeast.com IN-HOUSE diff erent from the US, where we do not have a physical stamp culture. I found that in the GCC, most companies, even large enterprises, have smaller legal departments, compared to the US. When I left Microsoft, I worked with 500+ lawyers compared to Etihad, where the whole legal department had less than 20 lawyers. This means, quite often, you must be a jack of all trades—M&A, commercial law, bankruptcy, employment law, and many other areas of law that I was not previously exposed to, as in the US typically we specialise in a particular area of law. The US legal system is generally inspired by common law but in many Middle Eastern jurisdictions, you are dealing with environments which combine aspects of common law with a heavy dose of civil law. Etihad was particularly challenging and yet rewarding as it operated in many international markets—from the Middle East to India to Europe and North America. As a US lawyer, while the fi rst year at Etihad was challenging, I found that I became quite comfortable with advising on issues based in UAE law and other jurisdictions—all it took was intellectual curiosity to learn from colleagues and self-confi dence to go out on a limb sometimes and take risks. The UAE is probably one of the most diverse countries in the world, hence, working across diff erent cultural styles and norms was an enriching experience The Binary Holdings group general counsel Shahab Ahmed The UAE is probably one of the most diverse countries in the world, hence, working across diff erent cultural styles and norms was an enriching experience. Even in Etihad’s legal department, my colleagues were from the UK, Germany, India, Russia, and the UAE, and this presented an excellent opportunity to learn from them. Since the UAE is an expat-heavy market, your colleagues often become very close friends and the work culture allows people to build life-long deep personal relationships, which is helpful in settling in a new market. On a personal level, the experience for myself and my family was quite rewarding as well. We quickly settled in a new city and my young kids were incredibly resilient in adapting to new schools, new friends, and a new way of life. The lifestyle in Abu Dhabi is very comfortable as access to all sorts of services and products that are from all over the world is quite easy. This experience gave the family ample opportunities to explore unfamiliar parts of the world. I still remember our family road trip to Oman and the fi rst time we tried camel meat mandi. In 2021, we decided to move back to the US. The global and diverse experience in the UAE has provided me with quite a unique perspective that most US-based lawyers do not have. LME_May2025_44-45_in-house SA_13599700.indd 45LME_May2025_44-45_in-house SA_13599700.indd 4505/05/2025 16:2705/05/2025 16:2746 May 2025law-middleeast.com IN-HOUSE Embrace unplanned opportunities, says Ahmad Al Aseh, who shares how he became head of legal for a global logistics company in the Middle East FROM DAMASCUS TO DUBAI AS AN IN-HOUSE LAWYER Gaining experience in both in-house and private practice roles can be incredibly benefi cial, especially for developing essential soft skills. Private practice roles teach you how to manage client relationships and emphasise the importance of interactions. Lawyers transitioning from private practice to in-house roles often excel at handling internal clients and stakeholders, providing them with exceptional service. However, private practice sometimes involves the frequent use of disclaimers and shifting risks to clients. On the other hand, in-house lawyers learn to be pragmatic, fi nding practical legal solutions, and accepting some level of risk to support organisational growth. Without experience in private practice, they might lack familiarity with customer service and eff ective internal client management. By Ahmad Al Aseh, head of legal - Middle East & Lavant at CEVA Logistics 2020 The year Ahmad Al Aseh was promoted to head of legal at CEVA Logistics LME_May2025_46-47_In-house AAA_13599616.indd 46LME_May2025_46-47_In-house AAA_13599616.indd 4602/05/2025 06:4702/05/2025 06:47May 2025 47law-middleeast.com IN-HOUSE This is not just about gaining diff erent legal experiences; it is also about developing the soft skills crucial for your career. Experiencing both in-house and private practice roles will provide you with a well- rounded perspective and enhance your overall competence as a legal professional. Refl ecting on my career journey, I realise how each step has shaped me into the legal professional I am today, blending the principles of both civil law and common law jurisdictions. This path began with my graduation from Damascus University, rooted in a civil law jurisdiction heavily infl uenced by French legal traditions. Upon graduating, I joined Al Silk Law Firm for two years, completing my training to become a qualifi ed lawyer at the Syrian Bar Association. My ambition led me to open my boutique law offi ce in Damascus in 2010. However, the onset of the Syrian confl ict in 2011 redirected my plans. I was initially disheartened by this abrupt change, as I had to leave behind my burgeoning legal practice to return to the university setting. Yet, I soon realised that destiny had other, perhaps greater, plans for me. Instead of waiting for the confl ict to settle, I seized the opportunity to pursue a master’s in business law at the International Islamic University in Malaysia. This move allowed me to gain valuable insights into common law jurisdictions and broaden my legal expertise. While undertaking my master’s degree, I joined Kandiah & Sri, a boutique law fi rm specialising in intellectual property (IP), as an associate. This role allowed me to handle Middle Eastern clients and hone my skills in IP law. Following a merger, I transitioned to Christopher & Lee Ong, part of Rajah & Tann, where I expanded my expertise to include corporate law and gained invaluable experience in a common law setting. In Kuala Lumpur, I received an off er from Maison De Maa, a French company in Istanbul, to build their legal department. After a year of setting up and handing over the department as promised, I joined CEVA Logistics in 2018 as legal manager for the Middle East. In-house lawyers learn to be pragmatic, finding practical legal solutions, and accepting some level of risk to support organisational growth CEVA Logistics head of legal - Middle East & Lavant Ahmad Al Aseh Initially based in Istanbul, I was promoted to head of legal in 2020, expanding my responsibilities across multiple countries and relocating to Dubai. Today, as the head of legal for CEVA Logistics in the Middle East and Levant, I lead a dynamic legal team, navigating numerous challenges while ensuring compliance and supporting the company’s growth. This long journey has made me an expert in both civil law and common law jurisdictions, by integrating diverse legal principles into my practice. Refl ecting on my career, I am grateful for the diverse experiences that have shaped my professional journey. Each role has contributed to my growth, enabling me to lead with confi dence and expertise. As I continue to navigate the complexities of the legal landscape, I am committed to guiding and mentoring the next generation of legal professionals, helping them to fi nd their own path to success. To conclude, I am reminded of an Arabic proverb: “The winds do not blow as the vessels wish.” My journey has taught me that if you remain diligent, continually seek knowledge, explore new opportunities, and stay driven, you will be able to steer your vessel, perhaps not in the direction you initially planned, but towards a destination that exceeds your original aspirations. LME_May2025_46-47_In-house AAA_13599616.indd 47LME_May2025_46-47_In-house AAA_13599616.indd 4702/05/2025 06:4802/05/2025 06:4848 May 2025law-middleeast.com ANALYSIS Lawyers consider the short and long-term impact of the US' trade strategy on the MENA region HOW TRUMP'S TARIFFS IMPACT THE MIDDLE EAST A number of weeks have passed since President Trump announced a sweeping set of trade tariff s, targeting America’s trading partners. The introduction of tariff s caused turbulence in fi nancial markets, with many stock market gains over the last couple of years being wiped in just days. In this article, we take a close look at what Trump’s increased tariff s mean for the Middle East and North Africa (MENA) region, in the short and the longer term. ‘LIBERATION DAY’—A RECAP Most countries in the MENA region ‘got off lightly’ by comparison to others following the imposition of Trump’s increased tariff s. Regional heavyweights such as the United Arab Emirates and the Kingdom of Saudi Arabia are only subject to the baseline tariff of 10%, whereas other countries (such as Jordan, Morocco, and Israel) were hit with tariff s of up to 20%. Certain countries in the region were not as fortunate, with Algeria, Syria, and Iraq being hit with higher tariff s in the region of 30-40%. Following the initial shockwaves, the 90- day suspension provided some respite. However, the expectation that the suspension will remain permanent has since been dampened by subsequent statements made by the Trump administration. THE SHORT-TERM IMPACT The most signifi cant short-term impact has been a drop in the average price of oil. The price has now dropped to levels not seen in years due to the double impact created by: (i) the fear that there will be a global economic slowdown; and (ii) economic uncertainty. This causes investors to look toward safe- haven commodities and other fi nancial instruments, such as gold and bonds. By Menelaus Kouzoupis Partner at Stephenson Harwood By Alan Scurry Associate at Stephenson Harwood LME_May2025_ 48-49_Trump_13591675.indd 48LME_May2025_ 48-49_Trump_13591675.indd 4802/05/2025 06:3502/05/2025 06:35May 2025 49law-middleeast.com ANALYSIS aluminium and steel production will also see a downturn in demand as the US begins to favour domestic manufacturers. MITIGATING THE IMPACT Businesses should be proactive to mitigate the potential adverse eff ects of new tariff s. Potential considerations include, but are not limited to, reviewing contracts to identify vulnerabilities, while ensuring the inclusion of protection and risk allocation clauses. Examples of protection clauses include price review, force majeure, and termination. Businesses operating in contractual chains should ensure back-to-back arrangements to facilitate a smooth fl ow of liabilities and responsibilities. Businesses should consider whether it is possible to diversify their customer base or supply chains, targeting countries with lower tariff s. They should also consider implementing shorter-term strategies until the true eff ect of the higher tariff s becomes known. Finally, they should build fl exibility into their contracts to accommodate potential future tariff s in the ever-changing landscape. IS IT ALL BAD NEWS? In short, no. In times of uncertainty there are always opportunities. If the US maintains its ‘America First’ policy, there will be a clear need to diversify supply chains and to consider alternative markets. The Middle East’s strategic location creates opportunities for countries in the region to take advantage of any global realignment. Much of the necessary infrastructure is already available or is in development. The Middle East also provides a stable, neutral ground for business and logistics. With tariff s making Chinese goods more expensive, there will be a golden opportunity for manufacturing to grow in the region. In conclusion, US tariff s are rewriting global trade rules, and many countries are struggling to adapt. Middle Eastern economies fi nd themselves well-positioned to try and grow their infl uence, to boost exports, and to reposition their economies for the future. However, doing so requires vision, speed, and strategic coordination—particularly around industrial policy and trade infrastructure—which they have continually demonstrated in recent modern history. The Middle East’s strategic location creates opportunities for countries in the region to take advantage of any global realignment In an additional blow to oil prices, and in what appears to have been an attempt to appease Trump, the Organisation of the Petroleum Exporting Countries (OPEC+) recently announced that production levels would increase. This caused the average price of oil to drop even further. THE LONGER-TERM IMPACT A longer-term decline in oil prices can create diffi culties for oil-dependent economies, where price drops translate directly into budget shortfalls, slower economic diversifi cation eff orts and general uncertainty in long-term fi scal planning. The Middle East is also strategically positioned at the crossroads between Europe, Asia, and Africa. Ports, free zones, and logistics hubs depend on the effi ciency of global trade. However, US tariff s have since prompted many multinationals to reconsider their supply chains. With many currencies in the MENA region also pegged to the US dollar, a longer-term devaluation can create infl ationary pressure. Those in less-prominent markets such as LME_May2025_ 48-49_Trump_13591675.indd 49LME_May2025_ 48-49_Trump_13591675.indd 4902/05/2025 06:3502/05/2025 06:35Next >