When Greg Hart stepped into the CEO role at Coursera in February 2025, he inherited a platform with nearly 170 million registered learners and a mission to democratise education globally. But Hart, the visionary who led the development and launch of Amazon’s Alexa and scaled Prime Video worldwide, brought something more: a track record of using cutting-edge technology to create transformative consumer experiences at scale.” It’s been going really well,” Hart reflects during a conversation we had in November last year.

Ten months later, the numbers tell a compelling story of momentum. After initially projecting modest 4 per cent year-on-year revenue growth in April 2025, Coursera has now raised its full-year guidance twice.

“In our Q3 2025 earnings call, we increased that guidance for the second time, and we are now forecasting growth for the full year of between 8 per cent and 9 per cent year over year,” Hart explains. For a company navigating a challenging educational technology landscape, this acceleration signals that its focus on AI-driven innovation is paying dividends.

Hart identifies the driver behind this turnaround: “A major area of focus has been increasing the pace of product innovation, leveraging AI to drive a more engaging, interactive learning experience that delivers better outcomes for our learners.”

From voice assistants to virtual tutors

Hart’s experience building AI-powered consumer products is reshaping Coursera’s approach to online learning. “AI is not only our most popular subject matter, but it’s also a critical tool for us,” he says. “We’ve been using generative AI (genAI) since very shortly after the launch of ChatGPT in November 2022, and it’s being applied across the platform in various ways.”

The crown jewel of this AI integration is Coursera Coach, an AI-driven tutor now available on 97 per cent of the platform’s courses. But Coach isn’t standing still. Hart details recent enhancements: “We’ve recently launched two major enhancements: Coach Dialogues, which allows an instructor to insert Coach directly into the course for an immersive, one-on-one experience. The goal is to enable Socratic learning through question and response with the student.”

The second innovation brings learning to life in unprecedented ways. “Role Play: We’ve launched 60 different Role Play activities where Coach serves as the other party. For example, a sales professional can practice pitching a product and receive immediate feedback from Coach on how to improve.”

It’s experiential learning at scale, something previously impossible without expensive in-person training.

Breaking down language barriers

Perhaps nothing exemplifies Coursera’s commitment to global accessibility more than its aggressive push into AI-powered translation and dubbing. “We have heavily invested in AI translations. More than half of our courses are now available in up to 26 different languages in text form,” Hart shares.

For the Arabic-speaking world, a market with enormous growth potential, the expansion is particularly aggressive. “For Arabic specifically, we are adding 2,000 more courses translated into Arabic over the next three months,” he reveals.

Text translation is just the beginning. “In 2026, we will introduce AI Dubbing for Arabic. This feature uses generative AI to match the instructor’s audio to the translated language while matching the sound with lip movements, making the video content look very natural. We have already introduced AI dubbing on about 600 courses across the platform,” says Hart.

The genAI gold rush

The hunger for AI knowledge is staggering, and Hart has the numbers to prove it. “We now have over 12,100 courses, of which 2,300 are focused on AI, with 1,100 of these on genAI alone. In 2025, the number has more than doubled over the previous year.”

The enrollment pace is breathtaking. “Globally, we are currently seeing 14 enrollments per minute in genAI content, which is up from eight per minute a year ago, and just one per minute back in 2023. This ranges from introductory courses to highly specialised content.”

The UAE market exemplifies this surge. “The UAE is a massive focus area. We now have just shy of 1.5 million registered learners in the UAE (1.46 million), which is up 23 per cent year over year,” Hart notes. “The pace of genAI enrollment is also skyrocketing; we are seeing approximately one enrollment every seven minutes in the UAE. Besides AI, other big areas of interest for UAE learners are data, business, and project management.”

Data science and analytics remain consistently popular alongside the AI boom, reflecting the broader digital transformation underway across industries. Hart emphasises that Coursera’s reach extends well beyond technical courses, serving diverse learning needs across all disciplines.

Strategic partnerships

Hart has been strategic in building partnerships that amplify Coursera’s reach and relevance. “Coursera was one of seven launch partners in the OpenAI app ecosystem,” he explains. “When a user is learning via ChatGPT, it can recommend a relevant Coursera course, including surfacing a preview video directly in the chat experience.” It’s a seamless integration that meets learners where they already are.

Looking ahead, Hart reveals: “We are launching a content partnership with Anthropic, one of the world’s leading AI research companies, focused on specialisations that teach people how to leverage genAI safely and effectively.” But Coursera’s most impactful partnerships may be those with regional governments and institutions committed to workforce transformation. Hart highlights several key collaborations:

Dubai Police Force: “They partnered with Coursera to equip their employees with future-ready digital skills, integrating our courses into their Department of Training smart platform for continuous professional development.”

Ajman University: “They are using Coursera to enhance cross-skilling for not just their students and faculty, but also their alumni, which is a very forward-thinking approach to ongoing professional development.”

Mohammed bin Rashid Al Maktoum Knowledge Foundation (MBRF): “In partnership with the UN Development Program, we are collaborating on a regional initiative to equip 10 million learners across the Arab states with future-ready skills by 2030, with a target of 25,000 learners in 2025.”

Saudi Arabia: “We have strategic relationships with major partners such as University of Hail, University of Prince Mugrin, stc, flyadeal and Prince Sultan University. We also collaborate with the Human Capability Development Program (HCDP), which is a key part of Saudi Arabia’s Vision 2030 focused on education, workforce readiness, and lifelong learning.”

Understanding learner needs across all disciplines

While AI and data science dominate headlines, Hart is careful to note that Coursera serves learners across all fields. When asked about ensuring students in non-technical courses are prepared for digital economies, Hart explains the platform’s personalised approach: “One of the things that we do with every learner when they arrive at Coursera is we have a relatively lightweight onboarding process that helps us understand as much information about them as possible,” he says.

“What we’re trying to ask is like, what is your current job? Because if we know your job, then we know the courses that are relevant for that job. What is your career objective?”

Hart emphasises that career aspirations often differ from current roles: “Your job today might not be the career path that you want to continue. You actually might want to switch roles, or you might not have a job yet, or at least not one related to your career aspiration. And so we also ask about your goal.”

The platform is working to make this personalisation continuous. “One of the things that we’re investing a lot in is having that onboarding process be something that effectively happens throughout your interaction with Coursera. So that every time you’re interacting with Coach, for example, we can learn from that and better tailor the experience to your objectives.”

Hart’s vision for Coach extends beyond technical tutoring: “The way I would like Coach to function for our learners is not only is it the tutor in every course that you’re taking, but it’s really like your career advisor, and it can help you throughout that experience. And so that’s where I’d like us to go. We’re not there yet. We have work to do on that front, but that would be a much richer way for learners to benefit from the content on Coursera.”

Mapping learning to career advancement

One of Hart’s most significant product innovations is Skills Tracks, launched globally in September. “These are curations of our catalogue, based on the Coursera Career Graph, which maps occupations, roles, levels, and required skills to our courses,” he explains.

He elaborates on the framework: “The Coursera career graph takes in data from third-party sources like Lightcast and Job Skills Frameworks. And then it gives us a map of all the different occupations in the world, the job families within those occupations, the roles in those job families, the levels of each role, and then the skills that are required at each level. And then we map those skills to the courses on Coursera that teach those skills.”

The initial four Skills Tracks cover data, IT, genAI, and software and product development,” he notes, adding that “each of those ranges between probably 500 and 1,200 courses in each of those curations.” For enterprise customers, this allows them to easily upskill their workforce in specific areas.

For companies needing more customisation, Hart points to another innovation: “Enterprises can also use Course Builder, an AI-driven tool launched in 2023, to easily create custom learning paths in under a day by selecting modular elements from our catalogue and combining them with their own internal content. The goal of Skills Tracks is to have verified assessments and credentials that learners receive.”

This focus on credentials matters enormously. “Ninety-seven per cent of employers in the UAE look at people with micro-credentials when hiring,” Hart notes, underscoring why completion rates for Professional Certificates are significantly higher than for general courses.

The completion challenge and solution

Ask any online education platform about its biggest challenge, and completion rates will be near the top. Hart is candid: “Completion rates are highly variable. The highest rates are seen in the Professional Certificates because they deliver a verified credential that holds value in the job market.”

The AI tutor is proving to be a powerful engagement driver. “We also see higher completion rates for people who use. Sixty per cent of Coach users say it helps them with their career, and the use of the tutor removes the stigma of asking ‘simple’ questions.”

Hart emphasises the importance of sustained engagement: “A major focus for us is engagement between learning sessions, reminding people of the progress they’ve made and the goal they’ve set to maintain motivation.” It is behavioural science meets AI-powered nudges, and it’s working.

The global growth map

When asked about Coursera’s most important markets, Hart is emphatic about the Middle East. “The Middle East is certainly key due to the visionary policies, forward-thinking national visions (like UAE 2031 and Vision 2030 in Saudi Arabia), and investment in shifting to a knowledge economy.”

India represents another massive opportunity, Hart explains: “India is another huge one, where demographics mean the country cannot physically build enough universities to educate its population in person. Online learning is essential, with up to 40 per cent of credits allowed to be taken online for a degree.”

He sees similar trends emerging across the region: “We see similar trends in Southeast Asia, with countries like Vietnam allowing up to 30 per cent of credits to be taken online. For universities in these regions, Coursera is a way to serve more students without increasing their physical footprint.”

Hart’s background in building consumer AI products at Amazon has proven to be the perfect preparation for leading an online education platform in the age of generative AI. His focus on product innovation, strategic partnerships, and data-driven decision-making is already yielding results, and the platform’s trajectory suggests this is just the beginning.

As AI continues to reshape the economy, the demand for upskilling and reskilling will only intensify. With its AI-powered learning tools, global content partnerships, expanding language support, and strategic alignment with regional development goals, Coursera, under Hart’s leadership, is positioning itself not just as an education platform but as critical infrastructure for workforce transformation in the AI era.

For the millions of learners logging in every day, be it in Dubai, Delhi, or Detroit, that transformation is already underway, one AI-tutored lesson at a time.

In numbers: Coursera at a glance

Global platform

• 191+ million registered learners (as of September 2025)
• 12,100+ courses, including 2,300+ focused on AI (1,100 on GenAI)
• 375+ university and industry partners
• 14 genAI course enrollments per minute globally

UAE market

• 1.46 million registered learners (more than 23 per cent YoY)
• 1 genAI enrollment every 7 minutes
• Top interests: AI, data, business, project management

AI innovation

• Coursera Coach is available on 97 per cent of courses
• 600 courses with AI dubbing
• 2,000 additional Arabic-translated courses coming in Q1 2026
• Content available in up to 26 languages

Financial performance

• Full-year 2025 revenue guidance: 8-9 per cent growth (up from initial 4 per cent projection)
• Q1 2025 revenue: $179.3m (more than 6 per cent YoY)
• Positive free cash flow of over $25m in Q1 2025

Dubai-based Parkin Company, a leading provider of paid public parking facilities and services, has signed an operational parking management agreement with retail giants Spinneys and Waitrose.

The deal will see Parkin implement its advanced parking solutions across six selected retail locations in the city.

Read more: Parkin–DAMAC agreement: Company to operate 3,600 spaces across prime UAE communities

Under the agreement, Parkin will oversee the day-to-day management and operation of the designated parking facilities, employing its proven technology and operational expertise to ease congestion and optimise parking efficiency. Customers will enjoy two hours of complimentary parking, with an hourly rate applicable thereafter, ensuring availability for all shoppers.

Locations to benefit from smart parking solutions

The partnership covers Spinneys branches on Trade Center Road, Al Karama, Motor City, and Al Meydan, as well as Umm Suqeim. Waitrose branches at Motor City and Al Thanya Street are also included. Each location will feature Parkin’s cutting-edge parking management technology, including automated access control and seamless enforcement solutions.

To enhance convenience, the facilities will be integrated with the Parkin mobile application, allowing customers to manage their parking experience directly from their smartphones. The integration is expected to improve the overall shopping journey, making parking simpler and more efficient.

Executives highlight benefits for shoppers

Eng. Mohamed Abdulla Al Ali, CEO of Parkin, said the collaboration reflects the company’s commitment to delivering a seamless and convenient shopping experience. “By providing two hours of complimentary parking and utilising our advanced parking solutions, we’re delivering a smoother and more efficient mobility experience at key retail destinations,” he said. “Parkin remains committed to pioneering innovative, customer-focused solutions that optimise parking management, improve accessibility, and shape the future of urban transport across the UAE.”

Sunil Kumar, CEO of Spinneys, echoed the sentiment, emphasizing the importance of accessibility. “Ensuring easy, reliable access to our stores is a vital part of delivering a great shopping experience for every customer,” he said. “Partnering with Parkin allows us to enhance traffic flow and parking management at some of our busiest locations, making visits smoother and more convenient for all shoppers.”

This collaboration positions Parkin as a key player in Dubai’s retail and mobility ecosystem. By combining technology-driven parking management with customer-centric strategies, both Parkin and the retail chains aim to set a benchmark for efficient, accessible, and enjoyable shopping experiences.

The global consumer landscape is undergoing a rapid, digital-first transformation, driven by an engaged and environmentally conscious youth population.

Nowhere is this shift more pronounced than in the Middle East and Africa (MEA), a region defined by its immense demographic dividend, with over 65 per cent of the population under 30, and its accelerated embrace of technology and local pride.

To capture this dynamic market, multinational giants must evolve beyond traditional strategies, focusing on rapid innovation, health and wellness, and deep community integration.

This strategic evolution is perfectly encapsulated by PepsiCo’s recent landmark multi-brand partnership with the Mercedes-AMG PETRONAS Formula 1 (F1) Team starting in 2026.

This alliance, which uniquely positions Gatorade, Sting performance drink, and Doritos together, is a direct response to F1’s explosive, youth-led growth.

As highlighted by a special activation during the 2025 season-ending Abu Dhabi Grand Prix, the partnership is designed to tap into F1’s dramatically expanding audience, which is now approximately 40 per cent Gen Z and Gen Alpha and features a rapidly growing base of young women.

Here, Mohamed Shelbaya, PepsiCo’s CEO of Beverages – MEA, delves into the thinking behind these pivotal moves, detailing how PepsiCo is aligning its business, from R&D to digital marketing, to meet the sophisticated needs of this influential new generation across the MEA region.

What is the strategy behind the new F1 partnership with the Mercedes-AMG PETRONAS F1 Team, and what are the commercial goals?

The decision to partner with the Mercedes-AMG team, which builds on our existing relationship with F1 1, is driven by the massive transformation in the sport, particularly its appeal to younger generations.

Formula 1 now has a viewership of 1.3 billion followers, with 40 per cent being Gen Zs and Gen Alphas, and around 45 per cent being females aged 15 to 24. We aim to tap into this young, engaged audience by associating PepsiCo brands with the excitement and news generated by an F1 team.

The partnership is a three-pronged approach: positioning Gatorade as a sports rehydration solution, where we are partnering with Mercedes’ team through our Gatorade Sports Lab to find hydration solutions for the drivers to give them a performance edge; using Sting, our energy drink aimed at Gen Zs, to energise the crowd and focus on digital platforms for behind-the-scenes content; and leveraging Doritos, whose bold flavour profile aligns well with the bold theme of the sport.

We are looking forward to many activations, digital content, and sports performance hydration solutions, and we even had a surprise activation specifically for the F1 in Abu Dhabi on Sunday, December 7, 2025.

How does PepsiCo view the Middle East and Africa region, and what are the key trends driving your strategy there?

The Middle East and Africa region is strategically critical for us because it has the youngest population globally, with over 65 per cent of the population under 30.

This demographic is tech-savvy, cares deeply about the environment, and constantly seeks innovation.

Key trends driving our strategy include the acceleration of digital speed, which means the wear-out factor for traditional marketing is incredibly fast due to social media, forcing us to constantly innovate and adapt our marketing programmes by moving from traditional celebrity endorsements to influencers and focusing on CSR and environmental initiatives.

Furthermore, the pace of innovation is increasing, demanding that we stay on our toes and innovate much quicker, as market shifts now happen every two to three years.

Finally, localisation is key. We are opening a research and development hub in Riyadh to serve the region.

How do you balance consumer demand for healthier, low-sugar options with the traditional full-sugar portfolio?

Our simple rule is to listen to the consumers, and we don’t try to sell what they aren’t asking for. The trend for healthier options and no-sugar drinks is loud, especially among the younger generation, but there is also a segment, particularly in hot markets like Africa, that still seeks full-sugar options as a cheap source of energy.

The company’s approach is to offer a full portfolio, allowing consumers to choose among low-sugar, no-sugar, and hydrating options such as Gatorade, or full-sugar options like the Sting performance drink. The key complexity comes in the back-office management, which is where we are investing in AI to help us manage a large portfolio.

AI helps us analyse customer data to understand specific outlet needs. For example, a university shop might require a higher index of no-sugar options, allowing us to manage production, go-to-market strategies, and allocate shelf space accordingly.

What is PepsiCo’s commitment to the community and sustainability in the region?

We view our role as going beyond selling; we are here to serve the communities we live in. Our focus areas are on the youth, helping them fulfil their dreams through entrepreneurship and sports; on farmers and sustainable agriculture, which is a big priority given we are an agriculture company, where we support farmers on sustainable practices to conserve water and soil, helping them improve productivity and earn a decent living; and on the environment.

We have serious commitments to reducing our environmental footprint, including water conservation through recycling every drop of water consumed in our plants, aiming to recycle our entire plastic portfolio, and actively seeking ways to reduce the carbon footprint of our plants, trucks, and coolers.

What can readers look forward to in 2026, beyond the F1 partnership?

Consumers are primarily looking for two big things: value and innovation. In terms of value, we are driving productivity within our manufacturing and go-to-market strategies to offset rising commodity prices and ensure we offer the right product at affordable prices.

For innovation, consumers want to see new products, and we are focusing on launching internationally popular products with a local twist, such as the recent launch of Pepsi Cherry in the UAE.

We also plan many new, fresh collaborations, like our successful venture this year with Noon, where they manufactured a 7-Up ice cream, which helps make the brand young, fresh, and very local.

What is the philosophy that has helped PepsiCo build an enduring legacy?

The key to an enduring legacy is being consumer-centric and having the vision to transform, even if it goes against current operations, drawing a lesson from companies that failed because they had the data but refused to adapt.

We are undergoing a major shift in mindset, viewing our portfolio as food and drinks, not just carbonated soft drinks and snacks.

We are also heavily investing in AI to drive productivity and harness data, which is key in this day and age, to totally reshape the business, as data analysis is what will shape our business.

Underlining all of this is our people, who bring the passion, drive, and competitiveness needed to succeed.

What is your personal philosophy for strong leadership?

I am a firm believer that winning as a team is the right way to go. My philosophy is based on building a great team where departments gel together for the greater cause, focusing selflessly on the big picture rather than individual objectives, operating with the belief that “We’re all in this together. We’re in one boat”.

I invest time in the right people, specifically recruiting individuals who are better than I am and can challenge me.

Furthermore, I ensure there is an environment of openness and safety by having an open-door policy to listen to ideas from everyone, regardless of seniority, because when you achieve the finish line with this collaborative approach, the sense of achievement for the whole team is much more profound.

Read: PepsiCo’s Eugene Willemsen says building a culture of sustainability together is critical

Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, crown prince of Dubai, deputy prime minister, minister of defence, and chairman of the executive council of Dubai, has reviewed progress on the Jumeirah Beach 1 development project, one of Dubai Municipality’s flagship initiatives focused on enhancing public beach infrastructure and elevating waterfront experiences across the emirate.

The visit underscores Dubai’s continued investment in high-quality public assets as part of its broader urban development and quality-of-life agenda. Jumeirah Beach 1 is positioned as a key component of the emirate’s strategy to reinforce its status as a leading global destination for beach tourism while supporting community wellbeing and sustainable growth.

Read more-Abu Dhabi Beach Guideline: What visitors need to know

Sheikh Hamdan was accompanied during the visit by Sheikh Ahmed bin Saeed Al Maktoum, president of Dubai Civil Aviation Authority, chairman of Dubai Airports, and chairman and chief executive of Emirates Airline and Group; Omar Sultan Al Olama, minister of State for Artificial Intelligence, Digital Economy, and Remote Work Applications; Abdulla Mohammed Al Basti, secretary-general of the Executive Council of Dubai; and Mattar Al Tayer, chairman of the Supreme Committee for Urban Planning in Dubai, a WAM report said.

The presence of senior leadership highlights the strategic importance of the project within Dubai’s broader infrastructure and urban planning framework, particularly as the emirate continues to align development initiatives with long-term economic and social objectives.

A comprehensive beachfront upgrade

Spanning 1,400 metres, the Jumeirah Beach 1 redevelopment represents a comprehensive upgrade of the beach’s design, facilities, and infrastructure. The project is designed to enhance quality of life, support wellbeing, and create a fully integrated coastal destination that caters to residents and visitors alike.

Set to reopen to the public in early February, the upgraded beach will feature modern recreational and sports facilities, family-friendly amenities, and dedicated pedestrian, cycling, and jogging paths. These elements are designed to promote active lifestyles and ensure accessibility for all segments of society, reinforcing Dubai’s focus on inclusive urban spaces.

The project directly supports the objectives of the Dubai Quality of Life Strategy 2033 by enhancing open public spaces, promoting healthy living, and strengthening community wellbeing. It also aligns with the Dubai Urban Master Plan 2040, which prioritises coastal development, improved accessibility, and efficient mobility networks to support sustainable urban growth.

By integrating these strategic frameworks into the redevelopment, Jumeirah Beach 1 is positioned as a model for future public beach projects across the emirate.

Enhanced facilities and smart beach technologies

The redevelopment includes upgraded service and health facilities distributed along the beach, such as restrooms, showers, and changing rooms designed to international standards. These facilities are intended to ensure comfort, accessibility, and privacy for users, while dedicated areas for recreation, beach activities, and seasonal events have been incorporated to support year-round engagement.

Parking facilities for vehicles and buses have also been added, including electric vehicle charging stations, reflecting Dubai’s emphasis on sustainable mobility.

As part of Dubai Municipality’s approach to developing smart and future-ready beaches, the project integrates advanced technologies, including wireless internet connectivity, electronic information displays, smart lockers, and AI-enabled rescue and monitoring systems.

These systems are linked to the municipality’s central control rooms in coordination with relevant authorities, enhancing safety and operational efficiency.

Climate resilience and sustainability at the core

Climate-resilience measures form a central component of the Jumeirah Beach 1 development project. Engineering works included raising the beach level and replenishing it with 250,000 cubic metres of clean sand. These measures were based on specialised technical and environmental studies aimed at enhancing protection against rising sea levels and ensuring long-term sustainability.

Such interventions reflect Dubai’s commitment to building resilient infrastructure that can adapt to environmental challenges while maintaining high standards of public space design.

In addition to its social and environmental objectives, the project introduces more than 15 investment opportunities across beach-related activities, retail, dining, and services. These opportunities are expected to support economic growth and strengthen Dubai’s beach tourism ecosystem, further reinforcing the commercial viability of public infrastructure development.

The Jumeirah Beach 1 project reflects Dubai Municipality’s broader vision to transform public beaches into integrated urban destinations that enhance wellbeing, support community cohesion, and contribute to Dubai’s standing as one of the world’s best cities to live, work, and visit.

Project nears completion

During the visit, Sheikh Hamdan was briefed by Marwan Ahmed bin Ghalita, director-general of Dubai Municipality, on the latest developments of the project, which has reached a completion rate of more than 95 percent.

Sheikh Hamdan emphasised that Dubai continues to set new benchmarks in urban development through sustainable planning and people-centred design. He noted that infrastructure development must contribute directly to wellbeing, liveability, and long-term resilience.

“Our vision is to develop a smart, future-ready city with advanced and sustainable infrastructure, world-class public spaces, and beaches that offer integrated services and high-quality experiences,” he said. “Public beaches are an essential part of Dubai’s urban fabric, and their development reflects our commitment to enhancing quality of life for both residents and visitors.”

Marwan Ahmed bin Ghalita said the project reflects Dubai Municipality’s commitment to implementing the leadership’s directives to develop public beaches in line with the highest international standards. He added that the redevelopment enhances coastal infrastructure readiness, responds to population and tourism growth, and delivers a distinctive experience that meets expectations.

“This project forms part of Dubai Municipality’s comprehensive programme to upgrade public beaches across the emirate,” he said. “Our objective is to create integrated, high-quality beachfront destinations that strengthen Dubai’s global appeal and reinforce its position as one of the world’s leading beach cities.”

Dubai’s Roads and Transport Authority (RTA) is advancing its strategy to enhance public transport services and improve mobility across the emirate with the launch of four new public bus routes and a comprehensive upgrade of more than 70 existing routes, effective January 9.

The initiative forms part of RTA’s broader efforts to improve operational efficiency across Dubai’s public transport network while ensuring reliable, high-quality services for all segments of society. According to an RTA media report, the changes are designed to improve geographic coverage, streamline route alignments, and address peak-hour demand during morning and evening periods.

Read more-Public transport updates: Dubai Metro lines rerouted, more public bus services

The measures align with RTA’s long-term vision of becoming The World Leader in Seamless and Sustainable Mobility, as the authority continues to refine services to meet evolving passenger needs and support the city’s growing population and economic activity.

Four new routes target peak-hour efficiency

As part of the latest rollout, RTA will introduce four new bus routes aimed specifically at improving operational efficiency during peak travel hours. The routes are designed to support existing high-demand services by splitting directional flows between morning and evening peak periods.

Route 88A will operate in one direction from Al Satwa Bus Station to Jumeirah 3 during the morning peak period, supporting operational efficiency on Route 88. Its counterpart, Route 88B, will operate in the opposite direction from Jumeirah 3 to Al Satwa Bus Station during the evening peak period.

Similarly, Route 93A will operate in one direction from Al Satwa Bus Station to Al Wasl during the morning peak hours to support operational efficiency on Route 93, while Route 93B will operate in the reverse direction from Al Wasl to Al Satwa Bus Station during the evening peak period.

By tailoring services to peak demand patterns, RTA aims to reduce congestion, optimise fleet utilisation, and improve travel times for daily commuters.

Extensive enhancements across existing bus routes

In addition to the new routes, RTA will implement a wide range of upgrades across several existing bus routes starting the same date. These enhancements include running time changes, route stop sequence corrections, timetable adjustments, depot changes, and other service modifications aimed at improving passengers’ daily mobility and overall travel experience.

Several routes will see extensions to improve coverage. Route 13A has been extended to Al Muhaisnah 2, 7th Street, while Route 55 has been expanded within International City to Greece Cluster, K12. Route F39 has been extended to reach the Oud Al Muteena area, with new stops added at Oud Al Muteena 2 A1, Oud Al Muteena 2 Masjid, and Oud Al Muteena 2 B1. Route F55 has been expanded to cover additional areas within the Dubai World Central cargo zone, with two new bus stops added.

New bus stops have also been introduced across several routes, including Route 6, which will now serve Dubai People of Determination Center and Mayo Clinic, and Route 18, which has added stops at Al Nahda Pond Park and MSB Private School. Additional new stops have been added on Route 36B in Dubai Outsource City, Route F61 at Al Jassmi Masjid 1, and Route 320 at Dubai Outsource City, VOGO Grand Hotel.

Rationalisation and stop adjustments

Alongside service expansions, RTA has rationalised certain routes by cancelling or relocating bus stops to improve efficiency and reduce delays. Notable changes include the cancellation of stops such as Emirates Towers 1 on Route 29, Shatha Tower on Route 83, and Storm Coaster at Dubai Hills Mall on Route DH1.

Several routes have seen realignments, including Route F54, which has been adjusted to serve the South Residential Area of Jebel Ali Free Zone (JAFZA), and Route F46, where two stops within the Green Community have been cancelled.

Additionally, the bus stop at Max Metro Station serving Routes E100 and E201 has been relocated from Max Metro Bus Stop (South 2) to Al Jafiliya Bus Station, reflecting efforts to improve connectivity and passenger convenience.

RTA said the comprehensive set of changes is intended to facilitate smoother mobility across the public transport network, reduce waiting times, and provide additional trips during periods of peak demand. The authority continues to encourage passengers to stay informed about route changes and service updates through the S’hail App.

Road network improvements complement public transport push

Beyond public transport, RTA has also implemented new traffic improvements as part of its ongoing efforts to develop the road network and improve mobility efficiency across Dubai.

These include road widening works on Sheikh Rashid Road at the Sheikh Khalifa Street intersection through the expansion of the right-turn lane, as well as the opening of a designated U-turn at Marrakech Street. In addition, works have been completed on Oman Street with Damascus Street.

RTA said these road infrastructure upgrades are aimed at ensuring smoother and safer journeys for all road users, complementing enhancements to public transport services and supporting overall mobility across the emirate.