MENA companies and organisations have big ambitions for international expansion and investment

MENA companies and organisations have the biggest ambitions for international expansion and investment, according to Bloomberg Media’s latest Global Foreign Direct Investment (FDI) Outlook

90% of senior business decision-makers in MENA surveyed for the Outlook are looking to expand their operations internationally, well above the global average of 76%, with an average investment plan of US$239mn, compared to the global average of US$194mn.

The MENA region also leads in terms of innovation, with 53% of respondents looking to invest in advanced technologies such as AI within the next one to three years, with an eye to long-term growth.

The region stands out in integrating ESG into FDI strategies, with 69% of senior business decision-makers currently doing so, compared to the global average of 56%, and 29% planning to do so in the future. While commitment to ESG varies by region, MENA businesses tend to take a pragmatic approach, with many already integrating sustainability into their investment strategies.

The escalation of conflict in the Middle East, cybersecurity threats, and increased trade barriers are the top three investment concerns for MENA senior business decision-makers, according to the report titled, “Rebalancing in Real Time: How Shocks Are Shaping the Global Investment Landscape”, which surveyed 2,600 senior business decision-makers in 31 key markets across six regions.

While FDI priorities remained broadly consistent globally, emerging regions tended to focus more on cost and productivity. Additionally, political instability and security risks are having an increasing impact in shaping FDI decision-making.

While growing concerns were reported about trade policy and its widespread global impacts, the easing of U.S.–China trade barriers is the leading driver of economic optimism in the MENA region, with 76% of respondents expressing strong positivity, the highest global rating for this scenario.

IT systems are designed to process large volumes of data. (Image source. UDV Technology)

One of the most pressing challenges is the growing gap between the fast-paced transformation of industrial systems and the conservative nature of existing Operational Technology (OT) infrastructures.

While smart factories require real-time data exchange across all systems, critical industrial assets often run on legacy software with architectures that haven’t changed in decades.

Mistake 1: Applying IT Approaches to OT Environments

Mos tChief Information Security Officers (CISOs) are experienced in managing IT infrastructures, where priorities centre around data protection, confidentiality and system flexibility. However, IT security methods are often ineffective in OT environments due to fundamental differences in system purpose and architecture.

IT systems are designed to process large volumes of data, are highly scalable, frequently updated, and have relatively short life cycles (typically 3–5 years). However, OT systems control real-world physical processes in real time, such as opening a valve, starting a conveyor, or regulating voltage. These systems require high precision and reliability. OT hardware and software are often highly specialised and industry-specific, with life cycles ranging from 10 to 60 years. 

Mistake 2: Poor Collaboration with Operational Teams

CISOs and OT specialists often prioritise different outcomes. While CISOs focus on data security and compliance with IT standards, engineers are concerned with maintaining equipment uptime and operational continuity.

IT and OT teams frequently operate in silos. CISOs may lack the authority to implement changes within OT environments, and there certainly is a shortage of professionals who understand both cybersecurity threats and industrial protocols.

To bridge this gap, organisations should foster cross-functional collaboration. Joint working groups and ongoing communication are essential. Security standards such as UAE IAS and NCA ECC must be tailored to the industrial context to avoid introducing instability.

Mistake 3: Misjudging Risks

According to UDV Technologies practical experience,  copying IT controls such as multi-factor authentication or automated updates into OT environments can create a false sense of security, provided that such deployment is even possible. Meanwhile, real threats like unprotected Modbus and Profinet protocols traversing the network or outdated PLC firmware remain unaddressed.

Managing OT risk effectively requires using specialised assessment methods that focus not just on likelihood, but also on potential impact. Even low-probability scenarios can lead to catastrophic outcomes.

Robust protection demands the integration of cyber and physical security, taking OT specifics into account. As a simple example, instead of active network scanning, passive monitoring tools should be used to avoid disrupting sensitive systems.

How to avoid these mistakes

1. Embed OT security into production strategy

Clearly define how OT security objectives such as avoiding downtime, preventing accidents, and protecting equipment support production KPIs and strategic targets. Security spending should be factored into all modernisation and digital transformation budgets. It must be a part of the process from the very start, not added later.

2. A dedicated OT Security Manager (OTSM)

The OTSM should act as a strategic partner to both the CISO and production leadership. OTSM is at the junction of cybersecurity, OT architecture and business operations and is capable of aligning security goals with business targets. The OTSM should participate in strategic planning sessions, have the authority to propose changes in response to critical risks, and report to both technical leadership and executive stakeholders.

3. Establish operational coordination

Hold regular planning sessions with C-level executives (CEO, COO, CISO, Technical Director, OTSM). Include OT security KPIs in engineering teams’ performance evaluations.

4. OT Risks through a business lens

Go beyond vulnerability lists and consider the business consequences of a security incident: missed contract deadlines, downtime, market share loss, environmental harm, reputational damage, or regulatory penalties. Use localised frameworks such as NCA ECC and UAE IAS. OTSM reports to leadership should frame security risks in terms of operational and financial outcomes, not  technical details.

5. Invest in OT-specific technologies 

Simple tools like Data Diodes and OT-SIEM are not only protective measures. They are a foundation for safe data collection and analytics (AI/ML, predictive maintenance) and enable digital strategies. Strong OT security boosts credibility with partners and clients, especially in regulated sectors such as energy and oil & gas.

6. Strategic competence

Ensure senior leaders and production heads understand the basics of OT risks and how they affect business resilience. The OTSM should be not just tech-enabled,  but also have skills in project management, executive communication, and business impact analysis.

This article was authored by Andrew Ketov, senior cybersecurity consultant at UDV Tech. It has been slightly edited for brevity.

The online survey included over 1,700 warehouse associates and decision-makers

Zebra Technologies Corporation, a global firm in digitising and automating frontline workflows, has revealed that while 82% of warehouse decision-makers in Europe believe increased use of technology and automation boosts frontline productivity, nearly 57% still struggle with knowing where to begin automating their operations.

Zebra’s research findings are based on a global study conducted by Azure Knowledge Corporation. The online survey included over 1,700 warehouse associates and decision-makers across manufacturing, retail, transportation, logistics, and wholesale distribution sectors.

These insights are drawn from Zebra’s latest 2025 Warehouse Vision Study , titled “The Great Warehouse Convergence: Where Technology, Efficiency and Innovation Align.”

In response to the evolving needs of warehousing and logistics professionals, Zebra has introduced the EM45 Series Enterprise Mobile Computer . Equipped with an AI-capable Qualcomm processor, the device is designed to enhance productivity for frontline managers across industries.

For postal, transportation and logistics providers, the EM45 streamlines route management and offers proof of delivery capabilities through a high-performance 50MP rear camera. The camera is optimised for capturing detailed images, recording video, and rapid barcode scanning.

Despite its sleek design, the EM45 remains rugged enough for tough environments and delivers improved workflow efficiency and device security. It supports dual personal and work profiles, allowing users to carry a single device. Other features include one-touch push-to-talk communication, three programmable action buttons for barcode scanning or emergency alerts, and integrated RFID for accurate inventory management. The Zebra DNA software suite also simplifies deployment and lifecycle support.

Machine vision and human-centric innovation

Machine vision is gaining traction as warehouse operators seek intelligent automation. According to Zebra’s study, 74% of European warehouse decision-makers believe machine vision and fixed industrial scanning (FIS) technologies could help save time and eliminate errors. In fact, 65% plan to implement machine vision solutions within the next one to five years.

This technology allows for smarter data capture by using cameras to inspect packages for quality and completeness, reducing manual tasks and improving efficiency. Zebra’s FIS devices can be upgraded via software subscriptions to handle more advanced machine vision functions, adapting to the evolving needs of modern warehouses.

These innovations are also supporting more effective reverse logistics, an area of growing importance. Around 69% of warehouse leaders are prioritising automated returns processing to cut down on inefficiencies.

“Warehouse, distribution and logistics operators can meet evolving customer expectations by adopting advanced technologies that drive efficiency and competitiveness,” said Phil Sambrook, transport and logistics vertical lead, EMEA, Zebra Technologies. “Intelligent automation and improved asset visibility will improve order accuracy, accelerate fulfilment and enhance returns management.”

“Human-centred solutions are set to reshape warehouses - nearly 80% of warehouse decision-makers in Europe agree that innovation makes warehouse jobs more appealing, attracting workers and supporting long-term workforce stability,” said Sambrook. “Warehouse leaders can get a strong start in their journey to automation by turning to technology partners experienced in helping transform operations.”

Also read: Hellmann introduces automated storage robots

The report highlights AVEVA’s sustainable software solutions

AVEVA, a global leader in industrial software, has published its 2024 Sustainability Report, providing a comprehensive update on its progress towards sustainability goals and its expanding green product roadmap.

The report highlights how AVEVA’s software solutions, designed to unify trusted information and insights, are helping industries drive the responsible and efficient use of the world’s resources.

The report outlines strong progress across all three pillars of AVEVA’s sustainability framework: technology handprint, operational footprint, and inclusive culture. In 2024, AVEVA sustained a 93% reduction in scope 1 and 2 greenhouse gas emissions compared to its baseline year. This achievement was made possible through a series of strategic actions, including a continued shift to renewable energy sources, careful optimisation of office space, and improvements in fleet management.

“We believe that sustainability and business success go hand in hand,” said Caspar Herzberg, CEO, AVEVA. “We’re focused on helping our customers harness the full potential of industrial intelligence, bringing visibility and insight to complex data and processes. This empowers the industry to achieve measurable improvements in both efficiency and productivity, unlocking significant savings in costs, emissions and resource requirements. AVEVA’s 2024 Sustainability Report demonstrates the strides we’ve made to deepen our technology handprint, reduce our operational footprint and advance our inclusive culture.”

^{Caspar Herzberg, CEO, AVEVA}

Demonstrating its commitment to sustainable software development, AVEVA completed a maturity assessment of its entire product portfolio against the principles of the Green Software Foundation. Additionally, 85% of its products underwent power bench testing to evaluate energy consumption, laying the groundwork for future enhancements and ensuring alignment with green software principles.

Recognising that the greatest climate impact lies in the use of its technology, AVEVA also introduced a new annual metric for saved and avoided emissions. This figure reflects the measurable energy savings generated by a specific portion of its product suite. The company has committed to further refining this methodology and expanding its coverage in the coming years, reinforcing the real-world impact its software has on supporting decarbonisation.

AVEVA’s 2024 Sustainability Report demonstrates how digital innovation can drive sustainable transformation across industries, supporting global efforts to address climate change while improving operational efficiency.

^{Lisa Wee, CSO, AVEVA}

“As we enter the final year of our 2025 targets, we’re focused on meeting our goals and chartering an even bolder path with our sustainability framework. We know that the biggest impact comes from our software handprint – how we work with our customers to enable them to drive decarbonisation, become more resilient and support circularity. This is why we’re publicly reporting our 2024 customer saved and avoided emissions data for select industry sectors. We’re committed to expanding our methodology to capture and quantify our broader impact. At AVEVA, we are continuing to advance towards a sustainable future, driving digital transformation through our software and leading by example with responsible operations,” said Lisa Wee, CSO, AVEVA.

AVEVA's full report can be accessed here: https://www.aveva.com/sustainability-report/