Emirates is anticipating busy weekends ahead of, as well as during, the Eid Al Fitr holiday due to heavy traveler volumes departing from and arriving in Dubai.

March 28 and 29, as well as April 5 and 6, will be the busiest days for departures at Terminal 3, with more than 80,000 passengers flying out of the country for their spring break holidays, a WAM report stated.

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Emirates has urged passengers departing from Dubai to arrive at the airport well in advance to avoid congestion around the Terminal 3 entrances.

The airline also advised passengers to arrive up to 3 hours before their flight and take note of their boarding times to ensure they reach the departure gate on time without delays.

Range of check-in options

In addition to checking in at the airport, customers can avail themselves of various check-in options, such as online check-in on emirates.com or through the Emirates App, which opens 48 hours before departure.

Customers can also check in at Emirates City Check-in or the Travel Store in ICD Brookfield Place, from 24 hours to 4 hours before departure (except for those traveling to the US). They can also book a home check-in service from their residence or hotel, use the airline’s convenient check-in kiosks and baggage drop facilities in Terminal 3, or take advantage of mobile check-in ports located throughout the terminal. For customers traveling from the northern Emirates, check-in is available at the Ajman Central Bus Terminal from 24 hours to 4 hours before the flight.

Luggage drop-off

According to a Dubai Media Office report, customers can drop off their luggage at the airport the night before travel at no charge. They can also check in early and drop off their bags 24 hours before departure, or 12 hours before departure if flying to the US.

This allows them to proceed directly to immigration or the Smart Tunnel for seamless processing.

Passport control

Passengers should clear passport control and security 90 minutes before departure. They are advised to reach their gate no later than 60 minutes before their flight if booked in Premium Economy or Economy Class, and 45 minutes before departure if flying in First or Business Class.

The boarding gates will close 20 minutes before departure. However, Emirates will not be able to accept passengers who report late. Check-in and gate closure timings will be strictly followed to ensure flights depart on schedule.

ENOC Group and Dubai’s Roads and Transport Authority (RTA) have signed a trial agreement to explore the feasibility of green hydrogen-powered mobility solutions in the emirate.

This agreement supports the Dubai Green Mobility Strategy 2030 and the development of the UAE’s green hydrogen economy. It marks a significant step forward in the country’s hydrogen journey, building on ENOC Group’s successful commissioning of its green hydrogen station at Expo City Dubai during COP28.

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Under the agreement, ENOC Group will supply green hydrogen fuel to RTA’s hydrogen-powered city buses. The group will also provide technical support and data on green hydrogen refueling to help RTA conduct a comprehensive feasibility study. Both parties are committed to maintaining the highest safety and operational standards throughout the project.

This agreement represents an important step in expanding cooperation between RTA and ENOC Group in using green hydrogen for RTA’s transportation modes, including public buses and marine transport.

Impact of the initiative

The initiative will make RTA’s transport more sustainable and environmentally friendly, aligning with the UAE’s plans for a green economy and environmental sustainability, contributing to the health and happiness of the population.

Read on-First hydrogen-powered taxi pilot project launches in Saudi

“We, at RTA, sincerely appreciate ENOC Group’s ongoing collaboration in delivering sustainable energy solutions for public transport, including buses and marine services. This partnership exemplifies the strategic cooperation between the government and semi-government sectors and the contribution of both parties to achieving the ambitious goals of our wise leadership,” said Ahmed Bahrozyan, CEO of Public Transport Agency at RTA.

Green hydrogen is produced by the electrolysis of water using renewable electricity, such as solar and wind, and emits zero carbon dioxide (CO2) during the production process.

In addition to reducing greenhouse gas emissions and diversifying energy sources, green hydrogen extends the driving range of vehicles. As one of the cleanest forms of energy with zero emissions, ENOC Group sources its green hydrogen from Mohammed Bin Rashid Al Maktoum Solar Park, in collaboration with DEWA.

Memorandum of Understanding

The Memorandum of Understanding (MoU) was signed at ENOC Group Headquarters by Burhan Al Hashemi, Managing Director of ENOC Commercial and International Sales, and Ahmed Hashem Bahrozyan, CEO of RTA’s Public Transport Agency, and witnessed by Saif Humaid Al Falasi, Group CEO of ENOC. This will lead to cooperation between ENOC Group and RTA in a study to develop the use of green hydrogen in mobility.

“At ENOC, we are committed to building a more sustainable future for all, and our partnership with RTA demonstrates our shared vision for a brighter tomorrow in line with the Dubai Green Mobility Strategy 2030. Green hydrogen represents a compelling alternative to traditional energy sources. As the UAE focuses on developing a hydrogen economy, we are proud to be at the forefront of its adoption in the country,” said Saif Humaid Al Falasi, Group CEO of ENOC.

Sipping her coffee in a modern, well-appointed office on the 39th floor of BAT’s Dubai headquarters, with the city’s iconic skyline stretching out below, Soraya Benchikh exudes calm, approachability, and poise.

As BAT Group’s Chief Financial Officer, Benchikh was in Dubai on a brief business trip in January, connecting with staff and overseeing operations. Based in the UK, Benchikh has been in her current role for eight months. Yet, she is no stranger to BAT, having spent over two decades with the company before a high-profile stint as President of the European region at beverage giant Diageo. In the buzzing Dubai offices, the excitement was palpable as staff and senior leaders gathered for meetings and events organised to mark her visit.

If you didn’t know her story, you might not guess the immense journey that has brought Benchikh to this point. Raised in Beirut during the turbulent 1980s, she and her family fled to Europe as refugees. “I ended up in Europe as a refugee. I went to school there for a few years and later attended university to study my passion — mathematics. I didn’t overthink it; I just pursued what I enjoyed,” she recalls.

The challenges of displacement taught her resilience and adaptability. After graduating, she faced the uncertainty of life on a refugee visa.

Benchikh saw the chance to return to a company she knew intimately while embracing a fresh challenge as CFO during a pivotal period.

“I needed to find a job, and at a career fair, I came across a stand for accountancy and thought I’d give it a shot. That’s how I joined a management trainee programme at Gillette,” she explains. This first role proved to be a critical launchpad for her career.

Early in her professional life, Benchikh excelled in finance, taking on foundational roles that demonstrated her leadership potential. A move to General Electric expanded her horizons as she travelled extensively, leading system implementation projects.

She then joined Rothmans just before its merger with BAT, where her career trajectory accelerated.

“At Rothmans, a year later, the merger with BAT happened. I started my career in finance as a qualified accountant, and my first finance director role was in North Africa. This was particularly exciting as it was my first professional role in the Middle East,” she says.

In Cairo, she was immersed in Middle Eastern business cultures while managing diverse challenges.

“The role offered incredible diversity: starting up a business in Egypt, bidding for the Moroccan monopoly, managing a joint venture in Tunisia, and overseeing market entry in Algeria. It was an incredible experience,” she adds.

Turnaround Expert

During her regional finance role, she noticed how closely finance and general management intersected at BAT, sparking her desire to transition into general management. Her first such opportunity came in France, where she turned around a struggling company in just three and a half years.

Building on this success, she was promoted to lead one of BAT’s largest businesses in the Southern African region, based in Cape Town and Johannesburg. This role brought complex challenges, including collaboration with governments to address trade issues. Again, her leadership transformed the company’s performance, earning it a Group award after four years.

Her reputation as a transformative leader led to her recruitment by Diageo, where she took on the role of Managing Director for Northern Europe, overseeing 11 countries from a base in Hamburg, Germany. Taking on this role during the COVID-19 pandemic posed unique challenges.

“The pandemic was a period of immense learning for me,” she reflects. “Navigating a new industry remotely taught me the importance of resilience and collaboration.”

Despite these hurdles, her fresh perspective helped identify market opportunities and capitalise on shifts in consumer behaviour, resulting in significant business growth. After two and a half years, her achievements earned her a promotion to Diageo’s executive committee as President for Europe. In this capacity, she spearheaded the establishment of Diageo’s Middle Eastern head office in Dubai, which became one of the group’s fastest-growing units.

Driving Inclusion and Empowerment at BAT

Soraya Benchikh is fully committed to BAT’s transformative journey, and she is highly supportive of ensuring diversity, equity, and inclusion (DEI) within the organisation. She firmly believes in the power of inclusivity to create a thriving workplace.

“At BAT, diversity, equity, and inclusion are at the heart of our values. These principles drive initiatives designed to help women excel and advance into leadership and management roles,” she shares.

To nurture a truly inclusive culture, BAT has implemented key initiatives such as “Women in BAT,” “Women in STEM,” and “Women in Leadership.” These programmes provide mentorship, training, and essential resources to empower women in industries where they have historically been underrepresented.

Highlighting the measurable impact of these initiatives, Soraya explains, “By 2025, we aim to have women make up 40 per cent of senior leadership teams and 45 per cent of management roles. Programmes like Women in Leadership, which now supports around 1,000 female managers, are accelerating careers and creating lasting impact.”

A Leadership Style Shaped by Heritage

Soraya Benchikh’s Middle Eastern heritage has profoundly shaped her leadership philosophy.

“As a Lebanese woman with extensive experience working for leading corporations in many parts of the world, I’ve been deeply influenced by the incredible women I’ve had the privilege to work alongside,” she shares.

Her upbringing instilled resilience and adaptability, qualities that have been instrumental in her success.

The Gulf region’s remarkable progress in empowering women resonates deeply with her. “Witnessing the progress across the Middle East today is truly inspiring. The efforts of GCC governments to empower women are commendable,” she states. Highlighting initiatives like Saudi Vision 2030 and the UAE’s Gender Balance Council, she adds, “These efforts are similar to BAT’s global vision to empower women and enable them to excel in every sphere of life.”

BAT’s Vision and Growth in the Middle East

Since its founding in 1902, BAT has transformed into a multi-category consumer goods business. Soraya explains, “We’re not just talking about change — we’re driven by it. Our vision focuses on offering alternatives with lower-risk potential to traditional products, empowering consumers to make informed choices.”

The company’s commitment to innovation extends to new markets and sustainability.

“Our investments in innovation, production, and market expansion demonstrate our commitment to creating a sustainable business that transcends traditional boundaries. We engage with regulators, policymakers and industry stakeholders to support evidence-based policies on new category produts,” Soraya adds. BAT invests over £300m annually in research and development for its New Category products, a testament to its dedication to reshaping the industry and prioritising the importance it places on consumer choice.

The Middle East has emerged as a crucial growth market for BAT, given the region’s openness to innovation and progressive regulatory frameworks.

“The opportunities in the Middle East are immense, particularly in New Categories,” Soraya shares.

The Dubai office has become a hub for innovation, driving initiatives like artificial intelligence to enhance supply chain efficiency and consumer insights.

“AI has infinite applications, and the work being done in our Middle Eastern offices is absolutely critical to our global vision,” she notes.

The GCC has been integral to BAT’s strategy for over six decades, aligning with the region’s push for innovation and economic diversification.

“The region’s openness to innovation, coupled with its progressive regulatory landscape, makes it a key growth area for us,” Soraya adds. Collaborating with governments, regulators, and communities, BAT contributes to shared goals of sustainability and economic progress.

Soraya’s leadership highlights how resilience and innovation can redefine an industry. “The GCC is a vital part of our global strategy,” she concludes. “Through our initiatives and partnerships, we’re not just transforming our business but also contributing to the transformative journey of the region.”

Automobili Lamborghini reported its best-ever financial results in 2024, with revenue surpassing EUR3bn euros ($3.35bn) for the first time, despite challenges in the global automotive market.

The Sant’Agata Bolognese-based luxury carmaker saw revenue climb 16.2 per cent year-on-year to EUR3.09bn, while operating income rose 15.5 per cent to EUR835m.

Operating margin remained stable at 27 per cent, reinforcing Lamborghini’s position among the most profitable luxury brands.

“Evolving the entire product range while continuing to grow: this is how we can summarize another record year for Automobili Lamborghini,” said CEO Stephan Winkelmann. “Despite the difficulties in the automotive market and the highly competitive climate, in 2024 we recorded growth across all three macro-regions—Americas, EMEA and APAC—confirming the global strength of the brand.”

The company delivered 10,687 vehicles in 2024, a 5.7 per cent increase from the previous year, marking another annual record as it continued to surpass the 10,000-unit threshold.

Product expansion and electrification drive growth

Lamborghini’s performance was fueled by a significant transformation of its model lineup. Over the past 18 months, the company has launched three new vehicles, reinforcing its presence in the high-performance automotive sector.

The Revuelto, Lamborghini’s first high-performance electrified vehicle (HPEV) featuring a hybrid V12 engine, debuted as a key milestone in the company’s shift towards electrification. The Urus SE, an upgraded version of its popular Super SUV, brought improvements in technology, efficiency, and design. Meanwhile, the newly introduced Temerario, unveiled at Monterey Car Week, emphasised Lamborghini’s racing DNA with a redesigned engine and an uncompromising driving experience.

“The company continued to grow both financially and operationally in 2024, maintaining profitability in line with the world’s top luxury brands,” said CFO Paolo Poma. “Our goal remains to drive sustainable growth from both financial and environmental perspectives while creating long-term value for stakeholders.”

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Investment in innovation and workforce expansion

Lamborghini has prioritised investment in technology, research, and sustainability to enhance efficiency and product quality. The company has modernised production processes, implemented advanced materials, and optimised aerodynamics to maintain its engineering excellence.

As part of its growth strategy, Lamborghini has also expanded its workforce, adding 1,000 employees over the past two years—a 30 per cent increase.

The company’s largest-ever investment plan aims to support product development, manufacturing expansion, and sustainability initiatives.

With its 2024 record-breaking performance, Lamborghini is gearing up for new challenges as it seeks to consolidate its market position and advance its long-term electrification strategy.