Expensive marriage
An underlying concern about the images of wealth is that most of the world's population will never have enough money to be comfortable. Too many people live pay check to pay check and more don't earn enough to ever improve their lifestyles.
Should there be a limit to how much money a person has, irrelevant of how good or generous they are, how hard they work or how much they have improved the world? The money above a limit, maybe $US 10 million, could be taken to help the rest of the people get food, housing and an education.
Dennis Fitzgerald,
Melbourne, Australia
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Zawya
9 minutes ago
- Zawya
African Union Commission (AUC) Chairperson met with the Prime Minister of Spain H.E. Pedro Sanchez on the margins of the #FfD4 conference in Seville
AU Commission Chair H.E. Mahmoud Ali Youssouf met with the Prime Minister of Spain H.E. Pedro Sánchez on the margins of the #FfD4 conference in Seville&reaffirm the AU–Spain partnership. He thanked Spain for hosting #FfD4 in Seville and welcomed the opportunity to advocate for reforms to tackle systemic global financial inequalities. The Chair underscored Africa's commitment to cooperation under the AU–Spain MoU: peace&security, maritime governance, Agenda 2063,&migration. He called for joint action on conflict prevention, orderly migration,&stronger Africa-EU ties. He urged Spain to support Africa's call for a fairer global financial architecture, - stronger trade in key sectors: auto, medtech, textiles,&tourism. Prime Minister Pedro Sánchez Pérez-Castejón welcomed AU's strong participation at #FFD4Sevilla&assured that Spain will support Africa's priorities within the multilateral framework of the AU-EU cooperation and the UN system. Distributed by APO Group on behalf of African Union (AU).
Arabian Post
2 hours ago
- Arabian Post
UAE Data Hubs Eclipse Global Peers
Arabian Post Staff -Dubai Abu Dhabi has claimed the top spot, with Dubai close behind, in a ranking of 97 global markets compiled by Cushman & Wakefield in its 2025 Global Data Center Market Comparison. The analysis, which evaluated 20 critical factors—from power availability and fibre connectivity to development pipelines and land pricing—places Abu Dhabi first and Dubai second among emerging data centre markets. The report highlights a surge in demand for digital infrastructure, driven primarily by hyperscalers, cloud providers and burgeoning AI workloads. Abu Dhabi stands out with exceptional scores for power delivery timelines and cost-effective land, placing it at the very top of the emerging markets category. Dubai, closely following, benefits from robust fibre connectivity and an accelerating development pipeline. ADVERTISEMENT Power availability remains the most pivotal concern across the industry. The study indicates that markets with secure, rapid power delivery attract developer attention, particularly where leading markets are experiencing delays in grid expansion. Abu Dhabi's superior performance in this metric has become a magnet for hyperscale players and colocation operators alike, while Dubai earns marks for its strategic integration of infrastructure and favourable regulatory policy. Pre-leasing rates further support the UAE's ascendancy. Both Abu Dhabi and Riyadh report pre-commitments exceeding 70% on under-construction capacity, a figure surpassing most emerging markets and rivalled only by select Western hubs. This signals strong occupier confidence, as large tenants lock in space well ahead of completion. Regional momentum is reinforced by Research and Markets, which notes that Abu Dhabi currently accounts for nearly 40% of the UAE's upcoming data centre power capacity, with an additional 60 MW projected by the end of 2025. Sector observers estimate cumulative investment in UAE-based facilities will approach US $2.5 billion by 2026. Global trends underscore the link between power constraints and shifting demand. While longstanding markets such as Northern Virginia and Chicago continue to dominate in operational capacity, power scarcity is pushing hyperscalers into newer regions. In Europe and APAC, markets with strong power fundamentals—particularly those offering renewable options—have seen elevated pre-leasing and accelerated construction. In EMEA, nine of the 97 markets reviewed boast pre-lease ratios above 50%, with Milan and Berlin achieving full commitments on live builds. However, Abu Dhabi's combination of policy support, infrastructure coordination, and land pricing renders it the leading emerging centre. Dubai's consistent performance spots it firmly in second place. Local dynamics also support the UAE's climb. Emerging Middle Eastern hubs benefit from coordinated government strategies: jurisdictions like Abu Dhabi and Dubai leverage economic zones, expedited permitting, and public-private partnerships to secure both digital and energy infrastructure. These are precisely the variables weighed in the 20-factor comparison. UAE operators are actively building modern facilities to meet new IT standards and power densities. Major entities—including government-backed developers and international names—are focused on deploying Tier III and IV facilities equipped for high-power AI use‑cases. Expectations of sovereign AI zones are further heightening the appeal of these markets among institutional and hyperscale tenants. Regional competitors, notably Riyadh, also demonstrate strong demand fundamentals. Yet Abu Dhabi and Dubai maintain a lead in deliverability: Abu Dhabi tops the emerging list overall, with superior scores in pre-leasing, fibre availability, and land affordability. Dubai's edge lies in its connectivity, depth of occupier demand, and policy predictability. The broader global picture reveals a shift from established hubs to power-rich emerging sites. Worldwide operational IT load now exceeds 40 GW across the tracked markets, yet established centres still dominate capacity. Emerging markets, particularly in the Middle East, have closed ground fast, thanks to streamlined supply chains, liberal regulatory environments, and readiness for power-intensive workloads.
Tourism Breaking News
2 hours ago
- Tourism Breaking News
Boutique Hotels are the Gulf's missing piece: Campbell Gray
Post Views: 37 According to Campbell Gray boutique hotels are the missing pieces in the hospitality sector in the GCC. Globally, the boutique hotel sector is gaining momentum, valued at US $25 billion in 2023 and projected to exceed US $40.3 billion by 2030, with a compound annual growth rate of 7.1%, according to Grand View Research. Leisure travellers made up more than 70% of boutique hotel guests in 2023, underlining the continued demand for personalised, experience-led stays which could the GCC has made remarkable strides in tourism, establishing itself as a global hub for luxury and innovation. Yet, while the region is known for large-scale resorts and international hotel brands, there is a growing opportunity to introduce more individual, character-driven hospitality in the Gulf. Today's travellers, from creatives to high-net-worth individuals, are increasingly drawn to places that feel personal and emotionally engaging. Boutique hotels tend to achieve higher Average Daily Rates (ADR) thanks to their uniqueness and personal appeal, and are especially well suited to emerging districts where large-scale development may be less feasible. Boutique hotels meet this demand by delivering human-centred experiences that prioritise intimacy, privacy, and connection. What was once a preference has now become an expectation, especially after the pandemic highlighted the need for comfort and low-contact environments. With fewer rooms, limited shared spaces, and a more considered scale, boutique properties offer a level of calm and personalisation that larger hotels often struggle to match. While most hospitality development in the region is led by major groups focused on building ever larger and more opulent hotels, the boutique segment remains relatively unexplored. A few examples are emerging in destinations such as Hatta, Al Ula and Ras Al Khaimah, but the concept of a genuine boutique city hotel has yet to be meaningfully developed. One of the biggest misconceptions about smaller hotels is the assumption that 'small' equates to 'minimalist', that fewer rooms, sometimes as little as 10, mean fewer amenities. In reality, this misrepresents what boutique hospitality truly offers. 'A boutique hotel may have fewer rooms, but it can still provide all the expected services, from room service and multiple, refined dining options to wellness spaces and concierge care,' says Saad Audeh, Chairman of Campbell Gray. 'The difference lies not in the availability of facilities, but in the scale and intention behind the experience. Guests can enjoy the full range of comforts without the impersonal volume. This is where the paradigm in hospitality is shifting, the smaller the setting, the more personalised and emotionally resonant the service becomes.' In a boutique property, the bellman remembers guests' names, the receptionist recognises preferences, and the waiter engages with genuine familiarity, creating a sense of intimacy that large-scale hotels simply cannot replicate. 'For property owners across the GCC, this shift presents a timely and compelling opportunity,' adds Audeh. 'Smaller plots, underutilised villas, or midscale buildings that may not suit large-scale development can be transformed into high-value boutique assets. These properties require less capital investment, can often be adapted from existing structures such as low-rise buildings or villas, and enable a more efficient path to market. Boutique hotels are also better suited for flexible operation, creative branding, and mixed-use lifestyle integration, allowing owners to activate spaces that combine hospitality with distinct F&B, wellness, or retail concepts.' 'Boutique hotels globally are outperforming large chains in both revenue and guest satisfaction, a clear reflection of travellers' growing preference for hotels that offer distinct character and emotional connection,' says Simon Venison, Development and Operations Director at Campbell Gray. 'The industry is steadily shifting towards experience-first, emotionally intelligent travel, and this is precisely where Campbell Gray excels.' 'Campbell Gray isn't just another hospitality brand; we're developers, operators, and hands-on partners from day one,' Venison continues. 'We work side by side with owners to shape projects that are both creatively ambitious and commercially grounded.' Campbell Gray combines creativity, precision, and flexibility, underpinned by a strong commitment to individuality and attention to detail. Thanks to its versatility and hands-on approach, Campbell Gray provides direct access to senior leadership and decision-makers, making the development process faster, more personal, and truly collaborative. Every project is a one-off, tailored to its location, inspired by its architecture, and aligned with the owner's vision. The result is a hotel that feels purposeful, human-scale, and commercially effective.
