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SME story: How Junior Couture aims to elevate luxury kidswear in the Gulf

Annelouise and Dominic Speakman share how they’re scaling their business, staying competitive, and driving sustainability in one of the fastest-growing fashion segments in the region

Neesha Salian
Neesha Salian

02 June, 2025

SME story: How Junior Couture aims to elevate luxury kidswear in the Gulf
Images: Supplied

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With roots in regional insight and a flair for global fashion, Annelouise and Dominic Speakman launched Junior Couture to fill a gap in the market: high-end children’s fashion that truly speaks to the lifestyle, culture, and climate of the Gulf.

Today, the brand has carved a niche for itself by offering a curated, omnichannel experience that merges global luxury with local sensibilities.

In this interview, the husband-and-wife duo share how they’re scaling their business, staying competitive, and driving sustainability in one of the fastest-growing fashion segments in the region.

What inspired you to start your brand?

Junior Couture was born out of a simple yet powerful idea: to make luxury children’s fashion more accessible, curated, and relevant to the lifestyle and tastes of families in the Gulf region.

We noticed a gap in the market – while high-end fashion was flourishing for adults, the children’s segment lacked the same level of choice, service, and regional understanding.

Our passion for fashion, combined with a deep appreciation for family values and cultural preferences, inspired us to create a premium destination that brings the best of global kidswear to our doorstep.

Luxury fashion for kids is highly competitive in the Gulf. How do you differentiate yourself from established global players?

We differentiate ourselves through a highly curated, customer-centric approach. Unlike general luxury retailers, we specialise exclusively in children’s fashion, which allows us to offer a deeper and more diverse collection tailored to every stage of a child’s development – from infants to teens.

We also blend global style with regional sensitivity, understanding the needs of modesty, climate, and local cultural events.

Our omnichannel presence, exceptional customer service, and partnerships with both iconic brands and emerging designers create a boutique experience at scale – something larger global players often struggle to replicate locally.

How Junior Couture aims to elevate luxury kidswear in the region
Annelouise and Dominic Speakman

What are your short- and mid-term revenue goals for this market?

In the short term, we’re focused on strengthening our online and in-store presence across the GCC, with a target of 20–25 per cent year-on-year revenue growth.

For the mid-term (three–five years), we aim to double our revenue by expanding our footprint into retail space, enhancing our private label offerings, and investing in AI-driven personalisation for e-commerce.

We’re also exploring partnerships and exclusive brand drops that drive both sales and customer loyalty.

What role do you think kids’ fashion should play in shaping a more sustainable future?

Children’s fashion must lead the way in redefining conscious consumption. Kids grow fast – so there’s an urgent need to rethink waste, durability, and seasonality.

At Junior Couture, we’re championing quality over quantity, promoting brands with ethical production standards.

Educating both parents and children on sustainability is part of our mission, because shaping the future starts with the next generation.

What is the anticipated growth for high-end luxury kids fashion in the UAE and the region?

The high-end kidswear market in the UAE and wider GCC is projected to grow steadily at around 7–10 per cent annually, fuelled by rising disposable incomes, fashion-conscious millennial parents, and a strong gifting culture.

The region’s appetite for premium and luxury goods, including for children, remains resilient – even amid global uncertainties.

With international brands expanding their kids’ lines and digital retail evolving, the segment is set to become a significant contributor to the overall luxury market in the region.

What’s next for the company?

We’re looking ahead with ambition and purpose. In the next phase, we’re focusing on regional expansion, enhanced personalisation through tech, and deeper brand collaborations – especially with designers looking to enter the Middle Eastern market through children’s fashion.

We’re also launching experiential in-store concepts and lifestyle extensions that go beyond clothing – bringing the Junior Couture world into toys, interiors, and even family events.

Our ultimate goal is to become the region’s leading authority and lifestyle platform for luxury children’s fashion.

Ibrahim Shiuree on the Maldives’ vision for sustainable tourism, GCC growth

Ibrahim Shiuree, CEO and MD of the Maldives Marketing & PR Corporation, outlines how the Maldives is leveraging improved air connectivity, sustainability, and exclusive experiences to attract regional travellers

Neesha Salian
Neesha Salian

01 June, 2025

Ibrahim Shiuree on the Maldives’ vision for sustainable tourism, GCC growth
Image: Supplied

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With the Maldives consistently ranked among the top luxury destinations globally, Ibrahim Shiuree, CEO and MD of the Maldives Marketing & PR Corporation (MMPRC), plays a key role in spreading awareness of what the destination has to offer. Shiuree is focused on deepening its international footprint while adapting to fast-evolving traveller preferences. At Arabian Travel Market (ATM) 2025, the Maldives showcased one of its largest-ever delegations, further cementing its strategic position in the Middle East travel ecosystem.

In this conversation, he outlines how the Maldives is leveraging improved air connectivity, sustainability, and exclusive experiences to attract more travellers from the GCC — and why the country remains a magnet for investment and repeat visitation from the region’s high-end market.

Tell us about your presence at the recent ATM 2025 in Dubai. How is the Maldives leveraging improved air access, digital innovation, and regional partnerships to strengthen its global tourism footprint?

The Maldives had one of its largest-ever delegations at ATM 2025, with over 230 representatives from 110 tourism companies, including resorts, guesthouses, liveaboards, travel agencies, and airlines. Our consistent and strong presence at ATM Dubai reflects the importance we place on this platform to build industry partnerships and strengthen our global visibility.
During ATM 2025, we also signed several important memorandums of understanding (MoUs) with major airlines like Emirates and Qatar Airways. These agreements focus on enhancing air connectivity through joint marketing efforts and route development strategies. The aim is to tap into their extensive global networks and attract more tourists to the Maldives from key international markets. Additionally, we are using digital platforms and strategic collaborations to amplify our reach. For example, our partnership with Ooredoo enables us to connect with over 150 million customers globally, promoting the Maldives across new and existing markets.
Our efforts are about more than just increasing tourist arrivals. We’re equally focused on elevating the overall visitor experience, diversifying our source markets, and ensuring long-term sustainability in an increasingly competitive global tourism landscape.

The Middle East continues to emerge as a high-potential source market for the Maldives. What specific strategies are you implementing to attract more travellers from GCC countries, and how are you tailoring your offerings to meet their evolving preferences?

The Middle East, particularly the GCC region, continues to be a high-potential and strategically important source market for the Maldives. We’ve been implementing targeted strategies that align with the evolving preferences of GCC travellers, who often seek luxury, privacy, family-friendly experiences, and bespoke services.

As mentioned before, one of our key focuses has been building and strengthening partnerships with major airlines—these collaborations are essential for improving connectivity, increasing flight frequencies, and expanding our reach through coordinated marketing and promotional initiatives. In addition to airline partnerships, we’ve also launched major joint marketing campaigns with leading tour operators in the region, including DNATA. These campaigns help us promote tailored travel packages and exclusive experiences that cater specifically to the interests of Middle Eastern travellers—such as private villas and multi-generational family travel.

Looking ahead, Visit Maldives is committed to strengthening these relationships, diversifying our outreach, and ensuring that our efforts translate into meaningful, sustainable growth. Our strategies have already contributed to many key milestones in positioning the Maldives as the World’s Leading Destination, and we look forward to building on this momentum in the Middle Eastern market.

The Maldives’ unique ‘one island, one resort’ philosophy has become a benchmark for luxury and exclusivity. How does this model align with sustainability goals, and why does it particularly resonate with affluent Middle Eastern travellers?

Our signature “one island, one resort” philosophy is a hallmark of Maldivian luxury — it’s a model that naturally supports our sustainability goals. By design, this concept limits the scale of development on each island, helping to reduce environmental impact and preserve the pristine natural beauty that defines the Maldives.

From a sustainability perspective, having just one resort per island allows for better control over conservation efforts, waste management, and renewable energy integration. Many resorts are deeply committed to environmental stewardship — investing in solar power, coral reef restoration, and marine life protection programmes. At the same time, they actively raise awareness among tourists, encouraging responsible tourism and a deeper connection to the environment.

This model also resonates strongly with affluent Middle Eastern travellers, who often prioritise privacy, exclusivity, and cultural sensitivity. The Maldives delivers all of that — offering private villas, luxurious amenities and bespoke experiences tailored for families and high-end travellers.

Ultimately, the “one island, one resort” concept delivers a unique blend of sustainability, seclusion, and personalised service within a breathtaking natural setting — making it an ideal destination for travellers from the GCC region seeking an unforgettable and meaningful escape.

GCC travellers are increasingly seeking bespoke experiences, wellness, and luxury. How is the Maldives adapting its tourism ecosystem to meet these preferences and create repeat visitation from the Middle East?

The Maldives has long been synonymous with bespoke experiences, wellness, and luxury — and our unique “one island, one resort” concept remains unmatched globally for those seeking an exclusive and indulgent vacation. Over the years, we’ve strategically evolved our tourism ecosystem to align with the refined preferences of high-end travellers, particularly from the Middle East.

Our resorts are deeply focused on delivering luxury through highly personalised services — from pre-arrival preference collection to tailor-made itineraries, private butlers, and around-the-clock service that caters to every need. Middle Eastern guests, who often seek privacy and personalized attention, find this level of service especially appealing.

We also offer a range of ultra-luxurious experiences designed to create unforgettable memories: private sandbank dining under the stars, multi-day yacht charters with personal chefs, seaplane island-hopping adventures, underwater dining in glass-enclosed restaurants, and bespoke cultural immersion tours that showcase Maldivian heritage in an intimate and authentic way.

Wellness is another pillar of our offering. Our resorts feature world-class wellness sanctuaries offering holistic spa treatments, guided meditation sessions, and personalised wellness programs designed to restore and rejuvenate the body and mind.

The Maldives is an experience that lingers long after departure. We are proud to be the top choice for luxury travel globally, and our high repeat visitation rates from the Middle East are a testament to the magic we offer. Once someone experiences the Maldives, they almost always return — drawn back by the beauty, the service, and the unforgettable sense of serenity.

The UAE and wider Middle East are home to sophisticated investors looking for high-yield opportunities. What makes the Maldivian tourism sector ripe for investment right now, and which areas — resorts, infrastructure, eco-tourism — offer the most promise?

The Maldives has always been an attractive destination for discerning travellers — and that same allure extends to investors as well. With our tourism sector continuing to show resilience and steady growth, especially in the premium and luxury segments, the timing is ideal for those looking to explore high-potential opportunities.

We see growing interest from sophisticated investors in the UAE and the wider Middle East, and we welcome that interest. The Maldives offers a stable environment, a strong brand as a world-leading destination, and a clear commitment to sustainability and innovation. There are certainly promising avenues across various areas—be it resorts, infrastructure, or emerging niches like eco-tourism and wellness.

What makes investment in the Maldives unique is the opportunity to be part of a destination that not only delivers strong returns but also values authenticity, sustainability, and long-term partnerships.

How is the Maldives strengthening regional tourism ties with Middle Eastern nations beyond visitor arrivals — perhaps through joint ventures, hospitality training, or innovation hubs?

The Maldives is actively working to deepen its tourism ties with the Middle East — not just in terms of visitor arrivals, but through long-term strategic engagement and multifaceted collaborations. We’ve taken significant steps to build meaningful relationships across the region that go beyond traditional marketing.

For example, we’ve hosted impactful familiarisation (FAM) trips, including a highly successful one with Khalid Al Ameri, a well-known influencer whose storytelling helped showcase the Maldives’ appeal to a broad Middle Eastern audience.

Our strong presence at ATM 2025 also reflected our commitment to the region — with initiatives like the LFC & Maldives-themed taxi campaign in Dubai, and key MoUs signed to enhance air connectivity and promote joint marketing efforts.

Partnerships with influential travel brands have also played a vital role in expanding our reach within the GCC travel market. Looking ahead, we have an exciting lineup of activities planned — including dedicated roadshows, high-impact media and influencer trips, television promotions, and collaborations with popular consumer brands and digital platforms to keep the Maldives top-of-mind for Middle Eastern travellers.

While we haven’t formally launched specific joint ventures or training programmes tailored exclusively for the Middle Eastern market yet, ongoing foreign investment initiatives and large-scale projects like the Maldives Integrated Financial Centre (MIFC) could open doors to deeper hospitality collaboration, talent development, and innovation in the future.

Overall, our vision is clear: we want to build enduring connections, offer value-rich experiences, and ensure that the Maldives remains a preferred, easily accessible, and culturally attuned luxury destination for travellers from the Middle East.

UAE announces fuel prices for June 2025

Super 98 petrol will cost Dhs2.58 a litre

Gulf Business
Gulf Business

31 May, 2025

UAE announces fuel prices for June 2025
Image: Getty Images

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The UAE fuel price committee has announced petrol and diesel prices for the month of June.

The rates, effective from June 1, are as follows:

Super 98 petrol will cost Dhs2.58 per litre, staying the same as Dhs2.58 in May.

Special 95 petrol will be priced at Dhs2.47 per litre, compared to Dhs2.47 in May.

E-Plus 91 petrol will cost Dhs2.39 per litre, the same as Dhs2.39 in May.

Diesel will be charged at Dhs2.45 per litre, down from Dhs2.52 this month.

The UAE adjusts fuel prices monthly in line with global oil market fluctuations. The country deregulated fuel prices in 2015, linking them to international benchmarks.

Human Garage’s Garry Lineham on stress and the science of “unwinding”

Lineham shares insights into Human Garage’s philosophy, the science behind their signature “unwinding” process, and how alignment isn’t just physical — it’s emotional, chemical, and spiritual too

Gulf Business
Gulf Business

31 May, 2025

Human Garage’s Garry Lineham on stress and the science of “unwinding”
Image: Supplied

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In a world where stress often feels like a constant companion and true wellbeing seems elusive, meet Garry Lineham, co-founder and head of Human Garage. Based in California, Lineham’s organisation is making global waves with a uniquely human approach to realigning body, mind, and spirit. They blend cutting-edge fascia release techniques with ancient wisdom, empowering individuals to take control of their health and reconnect with their body’s innate healing intelligence. It’s about reimagining wellness, moving beyond just managing symptoms to truly addressing the root causes of imbalance.

Aaron Illathu — on behalf of Gulf Business — spoke to Lineham during his recent trip to Dubai, where he shared insights into Human Garage’s philosophy, the science behind their signature “unwinding” process, and how alignment isn’t just physical — it’s emotional, chemical, and spiritual too. Through Human Garage, Lineham said he and his team aim to restore humanity’s natural flow, one body at a time. Here are some excerpts from the discussion.

How did the Human Garage concept and ‘fascial maneuvers’ originate, particularly in response to your personal health journey?

It started from a place of performance, particularly when my body got “into trouble”. After 20 years of pain, I went into clinical practice and managed to get myself out of pain, but it required three to five treatments a week. When Covid-19 hit, my pain flared up again. I started doing these maneuvers, and at first, it was just about relieving my own pain and being able to do it myself. As I went through a process of unwinding and unraveling trauma and stress, I found the maneuvers consistently reduced my overall stress. I had more space, more desire to laugh, and even experienced emotional breakthroughs. I initially thought I was just fixing mechanical issues, but I soon realised the primary target was stress. This also sowed the seeds for the inception of Human Garage, which I co-founded with Cynthia Leavoy, Jason Van Blerk and Aisha Rodrique.

You mentioned fascial manoeuvers significantly reduce biological stress. Can you elaborate on the impact and the scientific backing for this?

Fascial maneuvers reduce 75 to 90 percent of biological stress in the body within the first 7-10 minutes. We’ve conducted a couple of hundred anecdotal tests, and doctors worldwide have tested it, though official peer review is still pending. The reality is, if you can remove 75 per cent of your stress twice a day, your baseline stress index drops. This increases your capacity to perform, combat issues like hormonal imbalances, improves sleep, and generally enhances measurements of lifestyle. Taking stress out became the core focus.

Human Garage uses social media to engage people. How do you move people beyond seeking quick fixes for single problems towards sustained self-care?

People often look for a quick fix for a single problem, like a knee or an elbow. While fixing a single problem won’t work long-term, it provides immediate pain relief and builds belief in the system. As they experience relief from one pain, they try another maneuver for another. Eventually, they realize the benefit of doing a full 15-minute or 30-minute routine. Our goal is to draw people back to self-care, helping them believe that minor, consistent actions can have long-term, multi-faceted effects.

You have a background in encryption and government data, where information is compartmentalised. How do you see this mirroring the structure of modern healthcare?

In my background, information is compartmentalized so nobody knows the whole picture, allowing control. This is what we’ve done in healthcare. A hundred years ago, your doctor, psychiatrist, oncologist, OBGYN, and physiotherapist might have been the same person. Today, we have over 600 specialties, and more are emerging daily. This over-specialization leads to sending people from one specialist to another, with general practitioners, who navigate these specialists, being the lowest paid and least educated. The model is completely upside down, evidenced by the all-time high rates of dysfunction, disease, and illness.

You stated that no measurement of human health is better today than it was 30 years ago. Can you expand on this?

Indeed. The only thing that was claimed to be better was living longer, but health data was altered 15 years ago by removing infant mortality from the pool, making it appear we were dying younger. We are now officially dying younger. Stress, anxiety, and all kinds of allergies, especially food allergies, are up.

Over half of children today are diagnosed or treated as if they are on a spectrum. If I ask an audience if they or someone in their immediate circle has a chronic illness, 95 per cent raise their hands, which wasn’t true even five years ago. We’re diagnosing symptoms instead of addressing underlying issues.

With half the doctors worldwide having left their stations since 2020, and a massive increase in people seeking help, how does Human Garage address this crisis?

We answer up to a million health questions a month through our social media channel. These aren’t simple questions; they’re about severe conditions like POTS or glioblastoma. People seek answers from us, Google, or ChatGPT (which has become a better diagnostic tool for them) because they can’t get reasonable answers from the traditional system. We don’t claim cures. Our approach is founded on the basic principle that the body heals itself. We help the body heal by giving it a better environment, reducing stress, improving movement, and breathing better.

You mentioned the body is becoming more dehydrated. How does this impact health, and how do fascial maneuvers, along with other practices, address it?

The average person is 60-65 per cent water today, down from 70 per cent 30 years ago, and 80 per cent before that.

Our primary construct is water, which is the conduit for electricity and signaling through the fascia, connecting the nervous system, nerves, glands, and organs. When water and minerals are deficient, the signal cannot be carried properly. Our solutions are simple: mineralis e the body (addressing dehydration), clean up the environment, and move the body.

Fascial maneuvers are simple, non-invasive, and work with the fascia to allow the body to make decisions and move better.

How do emotional and physical trauma become stored in the body, and what does it take to truly release it?

Trauma is the body’s inability to resolve a triangle: an event (physical, emotional, or perceptual insult), an attached emotion (anger, grief, fear), and a story you tell yourself about it. When the body is taken out of stress, I found personally that I could look at the event from a new angle, tell a new story, which affected my emotions, and allowed the trauma to release.

While talk therapy works on the story and emotional regulation on the emotion, the memory of trauma is stored in the fascia. When that connection is broken by factors like heavy metals or dehydration, the memory can’t be resolved.

You have a unique perspective on memory, suggesting it resides in the body rather than just the brain. Can you explain this?

I believe the body is the computer, and the brain is the processor running programs. If the brain just runs the same program over and over, it’s not truly intelligent. The body’s real processing capacity is immense. Consider the detail with which a 112-year-old woman can recall an emotion or smell. The body is the greatest computer. If you forget a phone number, your fingers might remember it on a keyboard. The subconscious and memories are in the body; the brain is just the recall mechanism. The brain is very “trickable”, as seen in magic or advertising, but the body is not.

Can you elaborate on your belief that “we are fascia”?

From conception, a baby begins as a ball of plasma (fascia). All nerves, tendons, glands, organs, and bones grow within and are connected by fascia. It’s the intelligent casing that holds everything together, moves it, and facilitates communication. You can remove every bone, nerve, gland, tendon, or organ, but you cannot remove fascia.

Therefore, I propose that we are fascia. Our organs and systems make no sense without this “house.” Furthermore, I suggest fascia extends into the energy field around us, enabling rapid responses like ducking before the brain is consciously aware of a threat. We need to look at the body in a new way because the current perspective isn’t working.

Have you seen a shift in how mainstream medicine is viewing somatic and fascia-based healing?

Absolutely, they’re flocking to it. Five years ago, few Western medicine doctors followed us; three years ago, a few world-renowned orthopedic surgeons reached out. Today, many more are adopting our methods. Younger doctors, especially, are realising the old ways aren’t working and are using technology to seek better answers, engaging in research as a scientist should.

While Eastern medicine has historically been more inclusive, both Eastern and Western models are failing, prompting practitioners to look for new solutions. We estimate about a million practitioners globally are now prescribing fascial maneuvers daily, with a growing number being medical-related. Our recent tour across 11 countries and 40 events confirms this shift in engagement.

Can you share a transformative story that particularly sticks in your mind?

I was just working with actress Eva Longoria recently, and ex-footballer David Beckham also called us to work with him. I publish these transformations on social media to give people belief that it can happen, but I’m careful not to imply that I’m the only one who can do it. This whole thing is not about me. I want to do less and less of it. I love when people take care of themselves.

Even if a practitioner can only do 80 per cent of what I do, it’s better to have millions doing 80 per cent than just me doing 100 per cent. I’ve even had people offer me hundreds of thousands of dollars to fly and see them, but I typically decline unless they are committed to helping others and sharing the information. That’s worth more to me than the money.

What is the biggest challenge in getting people to believe in your approach, given that it sounds intellectually difficult to grasp?

If I explain it intellectually, it sounds hard to believe. That’s why I don’t do that. Instead, I get people to do it. When you feel the change in your body instantaneously – like feeling taller or straighter after a maneuver – it’s hard to deny. You can argue logic, but feeling is undeniable.

I want people to develop their own belief because if it’s my belief system, they’ll never contribute back to the whole. The days of gurus are gone. I’m on my own journey, inspiring others, and sharing information openly. Fascial maneuvers intellectual property is free and open-source because we want to reach people fast.

Read: The future of workplace wellbeing: Bupa Global’s Dean Pollard shares insights

Full details: Inside the world’s largest visa application centre in Dubai

It reflects the strategic direction Dubai is taking to enhance global mobility, unlock opportunities, and accelerate growth across our visitor and business economy

Gulf Business
Gulf Business

30 May, 2025

Full details: Inside the world’s largest visa application centre in Dubai
Image credit: Supplied

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VFS Global, the global leader in trusted technology services that enable secure global mobility for governments and citizens, has announced the launch of its flagship visa application centre in Dubai’s Wafi City. This marks the opening of the largest visa application facility in the world.

The centre was inaugurated by Helal Saeed Almarri, Director General of Dubai’s Department of Economy and Tourism; Mohammed Ahmed Al Marri, Director General of the General Directorate of Identity and Foreigners Affairs – Dubai; and Zubin Karkaria, Founder and Chief Executive Officer of the VFS Global Group.

“This milestone is more than just an infrastructure achievement — it reflects the strategic direction Dubai is taking to enhance global mobility, unlock opportunities, and accelerate growth across our visitor and business economy. As we advance the goals of the Dubai Economic Agenda D33, seamless access to and from Dubai remains a priority. Visa facilitation is a key enabler of talent attraction, tourism development, and international partnerships — all critical components of our strategy to position Dubai as the world’s most connected and future-ready city,” said Helal Saeed Almarri.

Mohammed Ahmed Al Marri commented, “Today, we witnessed the inauguration of a new milestone in the UAE’s journey of excellence, particularly for Dubai, with the opening of the world’s largest Visa Application Centre. Located in the heart of a city that constantly redefines innovation, this achievement reflects our wise leadership’s directives to reinforce the UAE’s position as a global hub for smart services and to set a benchmark in efficient, high-quality government services. Continuous development is not optional — it is a commitment to a more prosperous future.”

Zubin Karkaria added, “Operating in the UAE since 2004, our journey has been shaped by an unwavering commitment and a strong connection with this dynamic nation and its visionary leadership. Over the past two decades, we have witnessed the UAE’s spectacular growth into a global hub for business, innovation, and technology.

Today, we are proud to launch the world’s largest visa application centre, serving over 200 nationalities in this Year of Community. By collaborating with Emirati entrepreneurs and artists, the centre embodies the multicultural fabric of a country we are proud to call our Global Headquarters.”

A next-gen experience for tomorrow’s travellers

Built to address rising outbound travel and growing expectations around security, accessibility, and convenience, the state-of-the-art centre in Dubai sets a new global standard. Spanning nearly 150,000 square feet, it can handle up to 10,000 visa applications daily — the highest capacity at any single location. The facility is supported by a team of over 400 trained professionals from more than 25 nationalities.

Key features of the centre include:

  • Tech-enabled self-service kiosks, secure lockers, photo booths, and photocopy stations for last-minute needs
  • Touchscreen info kiosks, QR code-based check-ins, and automated feedback at each visa desk
  • Over 400 on-site staff equipped with tablets, along with trained volunteers to assist with forms and kiosks
  • Airport-style navigation with clear signage, spacious waiting areas, and a buggy service for easy movement
  • Dedicated prayer rooms, kids’ play areas, and multiple convenience zones to enhance the customer experience
  • ESG-compliant design, with energy-efficient systems and fast-track lanes for seniors, families, and persons with disabilities

With rising outbound travel from the UAE, personalised services like the Premium Lounge have become increasingly popular. Of the over 200 submission counters, 79 are exclusively designated as Premium Lounges. The centre is also one of the few worldwide — and one of only two in the UAE — to offer the Platinum Lounge, featuring a chauffeur service, end-to-end application support, and a calm, modern environment.

At the core: AI and innovation

From real-time document validation to advanced biometrics, the on-site AI Innovation Hub enables faster, more secure processing. Supporting this are a Digitisation Centre that transforms paper documents into secure digital records and a Global Resilience Center (GRC) that ensures 24/7 operational uptime, data security, and continuity for partner governments.

VFS Global has embedded technology throughout the applicant journey to revolutionise the visa submission process. Visitors use QR code-based e-tokens for check-in, guided by a smart queue management system that includes electronic displays and mobile updates to reduce wait times and manage applicant flow — even during peak hours. By integrating cutting-edge innovation with human expertise, the centre delivers a visa application experience that is seamless, transparent, and efficient.

A vision aligned with the UAE’s future

The launch of the world’s largest Visa Application Centre in Dubai reinforces VFS Global’s commitment to the UAE Government’s ‘We the UAE 2031’ vision. Aligned with the Year of Community 2025, the centre not only sets a new global benchmark in service excellence but also celebrates Dubai’s vibrant communities through Emirati cultural installations.

This flagship facility represents a new model — one that blends breakthrough technology with local values to ensure a future of secure, connected, and community-driven travel.

VFS Global has been associated with the UAE since 2002 as the official visa service provider for Emirates Airlines passengers and has maintained its global headquarters in Dubai since 2013.

Dubai traffic solution: New project to increase road capacity by 5,000 cars per hour

RTA has also completed traffic improvement works on Street 13 in Al Warqa 1 to serve residents and school goers

Nida Sohail
Nida Sohail

30 May, 2025

Dubai traffic solution: New project to increase road capacity by 5,000 cars per hour

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Dubai’s Roads and Transport Authority (RTA) is set to open a new entry and exit point to Al Warqa directly from Sheikh Mohammed Bin Zayed Road early next week (early June), aiming to facilitate smoother access to and from the neighbourhood.

Read: Dubai: RTA makes vehicle inspection appointments mandatory from June 2

Once complete, the project will increase road capacity by 5,000 vehicles per hour, reduce travel time by 80 per cent—from 20 minutes to just 3.5 minutes—and shorten trip distances from 5.7 kilometres to 1.5 kilometres, a Dubai Media Office report said.

Traffic improvement works

RTA has also completed traffic improvement works on Street 13 in Al Warqa 1 to serve residents and school goers. These enhancements are part of a broader internal road development project spanning approximately 8 kilometres, designed to improve traffic flow and enhance the efficiency of the local road network, ultimately boosting daily mobility and residents’ quality of life.

RTA reaffirms its commitment to developing an integrated infrastructure network—encompassing roads, lighting, and stormwater drainage systems—within residential areas. This initiative aligns with Dubai’s urban and population growth goals and reflects RTA’s dedication to creating a modern urban environment that supports sustainable mobility, enhances quality of life, and ensures residents’ comfort and well-being. These efforts are in line with Dubai’s vision of becoming a smart, prosperous city that meets residents’ evolving needs.

Internal road networks

Development projects in Al Warqa also include upgrades to internal road networks in Al Warqa 3 and 4.

These works involve road paving, construction of pedestrian walkways, pavements, and parking spaces, along with the implementation of cycling tracks exceeding 23 kilometres in total. The goal is to enhance connectivity with neighbouring cycle tracks and promote sustainable, alternative modes of transport.

The next phase will include capacity upgrades in Al Warqa 1, converting existing roundabouts into signalised junctions with smart traffic lights. These enhancements are expected to improve traffic flow by up to 30 per cent and are scheduled for completion by the end of this year.

RTA has also carried out a series of internal road development works in Al Warqa, including traffic enhancements near the School of Research Science in Al Warqa 4 and GEMS Royal Dubai School. This included building 150 additional parking spaces and providing secure entry and exit points for the new parking areas. These measures have helped reduce congestion and cut delays in the school zone by approximately 35 per cent to 50 per cent.

RTA also completed internal roads supporting the Mohammed Bin Rashid Housing Establishment project in Al Warqa 4, which comprises 136 residential villas. The works included pedestrian walkways, pavements, vehicle access points, and a fully integrated lighting system, all aimed at improving road safety and mobility. A 7.4-kilometre cycling track was also constructed to encourage recreational cycling and support first-and-last-mile transport.

Interactive session with residents

Earlier, RTA held an interactive session with residents and frequent visitors to Al Warqa to highlight key initiatives and development projects in the district. The session also served as a platform for the public to share feedback and observations on infrastructure and the road network. This approach underscores RTA’s commitment to listening to the community, addressing their suggestions, and implementing practical solutions.

The engagement session was a key milestone, helping shape a series of development initiatives that translated into tangible improvements—directly enhancing traffic flow and addressing both current and future community needs.

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