Emirates Airline is experiencing a period of robust expansion and strategic partnerships, a drive keenly felt at the recent Arabian Travel Market (ATM) in Dubai. In a conversation with Gulf Business editor, Neesha Salian, at the bustling Emirates stand, Adnan Kazim, the airline’s chief commercial officer, shed light on the airline’s multifaceted approach to growth, emphasising network expansion and enhanced customer experiences.

“ATM is a very important annual event for us,” Kazim stated, noting its unique ability to gather over 2,800 participants from across the globe, especially fostering engagement with destinations in Africa, Asia, and the Middle East. Beyond showcasing cutting-edge products like the A350 aircraft and new seating innovations, Emirates’ strategic focus at ATM extended to crucial memorandums of understanding (MOUs) with various countries. Kazim explained, “These MOUs are critical because as we expand — approaching 250 destinations — we need to bring more focus to individual markets. The agreements help us plan and execute joint marketing activities, sales blitzes, and destination promotions in a more structured way.”

The airline’s commitment to the cruise sector also featured prominently at ATM. “Regarding cruises, that’s another important component for both us and Dubai,” Kazim affirmed, highlighting Dubai’s role as a winter cruise hub. Emirates aims to facilitate the end-to-end journey for cruise passengers, currently collaborating with over 78 cruise lines, a number Kazim says is “continuously scaling up”.

Meanwhile, Emirates has significantly broadened its airline partnerships, now boasting 164 agreements, including rail, helicopter, interline, and codeshare arrangements, providing seamless access to over 1,800 cities.

Collaborations with carriers like Kuwait Airways, Philippine Airlines, Air Seychelles, and Condor are instrumental in fortifying its global network and connectivity.

Discussing Emirates’ recent route launches to Vietnam, Cambodia, and China, Kazim explained the strategic importance of these Asian markets. “Asia continues to be a major growth driver for us,” he said. “China is picking up again, Vietnam’s economy is booming, and Cambodia is an untapped opportunity — particularly underserved from the Middle East, Africa, and Europe.”

He noted that destinations such as Siem Reap and Da Nang are seeing increasing tourism demand, with Emirates extending operations from Bangkok to create convenient side-trip opportunities. Shenzhen, a burgeoning tech hub, aligns perfectly with Dubai’s focus on AI and future technologies. “It made perfect sense to strengthen that connection,” Kazim concluded.

Kazim also elaborated on Emirates’ substantial investment in its commercial strategy, including the ongoing retrofit programme and the successful launch of Premium Economy. He stated, “Innovation, service quality, and technology are pillars of our commercial strategy.” This is evident in AI-enabled services and enhanced customer touchpoints, even extending to an expanded retail footprint with 11 new stores. “We want to stay in front of the customer,” he added.

The introduction of Premium Economy in 2022 proved to be a “game-changer” post-Covid-19, addressing the surge in premium travel demand. “We’re offering nearly one million premium economy seats (annually) now, scaling to two million seats by the end of the year, and four million by next year,” Kazim revealed. He observed that “premium economy did not cannibalise business class. Instead, economy travellers are opting to upgrade, improving our yield and enhancing customer satisfaction. It provides many business-class features at more affordable prices. Today, Emirates is a market leader in this segment.”

Emirates: Strategic moves, big results

The carrier’s strong performance in 2024-25 underscores these strategic moves. The airline’s total passenger and cargo capacity grew 4 per cent to 60 billion ATKMs (available tonne klometres), nearing pre-pandemic levels. Emirates introduced new destinations like Bogotá and Madagascar; restarted flights to Phnom Penh, Lagos, Adelaide, and Edinburgh; and enhanced services to 21 other cities, serving 148 cities in 80 countries by March 31.

The first Airbus A350 aircraft joined the fleet this year, bringing added capacity for the airline to serve customer demand with its latest products.

Despite ongoing delays in new aircraft deliveries, Emirates expanded its retrofit programme to 219 aircraft with a $5bn investment, ensuring a modern cabin experience. The airline reported a record profit after tax of Dhs19.1bn ($5.2bn), marking its best-ever performance with a 14.9 per cent profit margin, driven by robust travel demand and network strength.

Emirates carried 53.7 million passengers, a 3 per cent increase, and maintained a passenger seat factor of 78.9 per cent. Investments continued in customer experiences, including Dhs63m in new and renovated lounges globally and the expansion of its Chauffeur-Drive Service to over 70 cities.

Emirates SkyCargo also delivered a strong performance, carrying 2.3 million tonnes of goods, a 7 per cent increase. The cargo division contributed 13 per cent to total revenue, reflecting its ability to meet demand with specialist logistics solutions, leveraging Emirates’ global network and Dubai’s world-class intermodal capabilities.

New initiatives included adding Copenhagen to its freighter network, an MoU with Astral Aviation for African reach, and launching Emirates Delivers in Saudi Arabia. The airline has 13 freighters on order, aiming for a fleet of 21 by December 2026.

Staying ahead of the rest

The comprehensive overview of Emirates’ strategic moves, robust financial performance, and dedicated customer experience enhancements paints a clear picture of an airline firmly on an upward trajectory. From expanding its global footprint with new routes and vital partnerships to investing heavily in its fleet and ground services, Emirates is not merely recovering but forging ahead stronger than ever.

Kazim’s clear enthusiasm for this path underscores the airline’s future-focused vision. As he put it, “We believe in staying ahead of the curve.” This commitment to innovation and customer satisfaction, coupled with strategic market focus, positions Emirates to continue its remarkable growth story, promising even greater connectivity and elevated travel experiences for passengers worldwide.

On May 15, 1935, a bold new chapter in Moscow’s history began underground. The city unveiled its first metro line — just 11.5 kilometres long, with 13 stations connecting Sokolniki to Park Kultury and Smolenskaya. Ninety years on, it stands as one of the world’s busiest, most beautiful, and technologically advanced metro networks.

Built in an astonishing 3.5 years, the Moscow Metro was more than a transport system then; it was a statement of Soviet ambition, marrying technical prowess with architectural grandeur.

In its first year of operation, the Moscow Metro averaged 177,000 trips per day. Passenger numbers were low at first as people were afraid to go underground, wary of the unfamiliar escalators and fast-moving trains.

Today, it carries over eight million passengers daily and stands as the global leader in punctuality (99.9 per cent), train frequency (as low as 90 seconds during peak hours), and fare payment diversity.

Over 90 per cent of Muscovites now live within walking distance of a rail-based station—up from just 72 per cent in 2010.

A symbol of stability

Even during the most challenging times in Moscow’s history, the metro continued to provide residents with stable and reliable transportation. It did not stop even during the Great Patriotic War, except for a single day — October 16, 1941.

The metro operated at full capacity in the challenging year of 2020 — during Covid — helping thousands of doctors reach medical facilities and supporting the city’s vital infrastructure.

The metro’s ongoing transformation is visible in its map: new lines like Nekrasovskaya, Solntsevskaya, the Moscow Central Circle (MCC), and the cutting-edge Troitskaya line have expanded access far beyond the traditional boundaries. The crowning achievement came in 2023 with the completion of the Big Circle Line (BCL) — the longest circular metro line on Earth, alleviating pressure on central stations and drastically improving mobility. The metro now has more than 14 lines.

The Moscow Metro is among the largest in the world in terms of network length and number of stations, and it is a global leader in construction pace. Since 2010, the number of stations has increased by over 1.6 times — from 182 to 302 metro and MCC stations.

By 2030, the metro will also add over 30 new stations.

A cultural icon

With nearly 50 stations listed as cultural heritage sites, the Moscow Metro is often dubbed the “underground palace”. Architectural grandeur — stained glass, marble columns, chandeliers — is matched with engineering innovation.

When the Moscow Metro opened in 1935 with just 13 stations, it was hailed as a triumph of Soviet ambition. The idea wasn’t merely to move people — but to inspire them. Stations were designed as “palaces for the people”, and they still evoke a sense of grandeur.

Take Komsomolskaya, with its golden chandeliers and triumphal mosaics. Or Mayakovskaya, whose sleek stainless-steel columns and futuristic ceiling panels once hosted World War II air raids and poetry readings.

The metro is also a cultural platform, hosting themed trains, concerts, performances, tours, and exhibitions.

A lifeline for citizens and the economy

Furthermore, behind each tunnel and turnstile lies an economic network that spans the country. From Ural granite to escalators crafted in St. Petersburg and train cars assembled across Russian manufacturing hubs, the Moscow Metro supports hundreds of thousands of jobs and entire industries.

The metro is the backbone of a unified system that includes buses, trams, and the MCD commuter lines. With a seamless ticketing and navigation network, it links Moscow’s diverse neighborhoods and modern urban landmarks into one connected, smart city.

In 2019, the Unified Dispatch Center was launched, allowing real-time coordination across all city rail networks. From jointless tracks that reduce vibration to energy-efficient lighting and digital escalator controls, the metro is a living lab of innovation.

Safety is also paramount. The metro employs a dedicated Security Service alongside national forces. It’s one of the safest places in the city —and one of the cleanest in the world.

The metro’s growth has not only eased congestion — it has catalysed the evolution of entire neighborhoods. Former industrial zones now bustle with homes, businesses, and parks, attracting small and medium enterprises while boosting tax revenue and employment.

On the digital track to the future

The metro is a key testing ground for innovation. Since 2014, a unified digital navigation system has guided passengers across all modes of city transit. By 2024, digital stations integrated this with real-time updates and adaptive signage.

The Metro Moscow app, launched in 2017 and downloaded nearly 16 million times, is now essential to daily commuting. The chatbot Alexandra provides 24/7 support, while the Moscow Metro app offers real-time info, lets users top up Troika and Muscovite cards, connect biometrics, issue a virtual Troika, and plan routes.

In 2021, Moscow became the first city in the world to fully implement facial recognition fare payment. More than 400,000 users are now registered, and daily use exceeds 160,000 scans.

In 2023, it became the first Russian entity to pilot the digital ruble — the third form of national currency. Beyond cash and card payments, passengers will soon be able to pay with digital rubles.

In January 2025, Russia’s first smart contract for insuring driverless trams was signed. It ensures transparency, traceability, and minimises human error throughout the process.

As it races toward its centenary with new stations, smarter systems, and bolder ambitions, the Moscow Metro remains not just a marvel of the past, but a dynamic symbol of the future — one that continues to move millions, both literally and figuratively.

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Planning to visit Moscow soon? Here’s how to explore the metro like a local

• When to go: For the quietest and most contemplative experience, avoid weekday rush hours between 8–10am and 5–7pm. Early mornings on weekends are ideal for uninterrupted photo ops and relaxed exploration.

• How to explore: Begin your journey at Ploshchad Revolyutsii, then trace the Circle Line (Line 5) — a loop of architectural marvels. Make stops at Novoslobodskaya (stained-glass serenity), Taganskaya (elegant blue majolica), and Prospekt Mira (botanical reliefs and marble sophistication).

• Hidden gems: Seek out lesser-known stations like Fonvizinskaya, a modernist nod to constructivism, and Aeroport, an aviation-themed Art Deco standout.

• Tips: Download the Metro Moscow app for offline maps, real-time updates, and route planning. Keep an eye out for themed trains, which often double as moving exhibitions of art, history, or culture.

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Moscow Metro: Fun facts

• Opening date: May 15, 1935
• First line: Sokolniki to Park Kultury with a branch to Smolenskaya (13 stations, 11.5 km)
• Current scale (2025): 302 stations across metro and MCC
• Daily ridership: More than 8 million passengers
• Lines added since 2010: Nekrasovskaya, Solntsevskaya, Troitskaya, MCC, and BCL
• Percentage of residents within walking distance: 90 per cent (up from 72 per cent in 2010)
• On-time performance: 99.9 per cent
• Train frequency: Every 90 seconds during peak hours
• Cashless payments: 91.2 per cent of transactions

Notable firsts:

• First full-scale facial recognition fare system (2021)

• First metro in Russia to test digital ruble (2023)

• First smart contract insurance for driverless trams (2025)

Awards for Metro Moscow App:

• 2021: AVA Digital Awards, Platinum (Government App)

• 2022: RB Digital Awards (Logistics and Transport)

• 2024: Golden App Award (Travel and Transport)

As one of the most anticipated events on the global travel calendar, Arabian Travel Market (ATM) 2025 served as a hub for transformative conversations and bold industry announcements. Among the emirates making waves was Ras Al Khaimah, showcasing its dynamic tourism strategy, impressive visitor numbers, and robust pipeline of world-class hospitality projects.

The emirate welcomed a record-breaking 1.28 million international visitors in 2024, and is targeting 3.5 million overnight tourists by 2030 — a feat supported by strategic partnerships, diversified tourism offerings, and a clear focus on sustainability and innovation.

At ATM 2025, Ras Al Khaimah Tourism Development Authority (RAKTDA) unveiled several forward-looking agreements that reflect its bold vision for the future. These included a collaboration with Huawei to unlock AI-powered digital marketing, with a focus on high-growth markets such as China; an MOU with Open World, launching blockchain-powered travel rewards to gamify the visitor experience and attract tech-savvy, experience-driven travelers, and a partnership with Fujairah Adventures to create the UAE’s first cross-emirate adventure tourism product, connecting mountain and coastal trails across both emirates.

Neesha Salian, editor at Gulf Business, caught up with Raki Phillips, CEO of RAKTDA, on the sidelines of ATM 2025 to dive deeper into the emirate’s evolving tourism strategy, its global appeal, and how these new partnerships are shaping the next chapter of Ras Al Khaimah’s success story.

Ras Al Khaimah welcomed an impressive 1.28 million international visitors in 2024. Congratulations on that achievement. What are the key strategies helping you achieve consistent year-on-year growth?

Thank you. Honestly, it comes down to having an incredible team and being a destination that’s growing rapidly. We position ourselves as a destination of the future, but we’re very grounded in data. We analyse our source markets closely — what they’re interested in, what products they expect, and how best to communicate with them.

Take China, for example. Just two years ago, it wasn’t even a significant market for us. We strategically partnered with companies like Huawei and Trip.com, and now China is in our top 10. Chinese travellers tend to opt for luxury experiences — they’re staying at the Ritz-Carlton, Waldorf Astoria, and Anantara. That kind of targeted, high-impact marketing is working because we always strive to over-deliver on the experience.

Besides China, which other source markets are showing strong performance for Ras Al Khaimah? Also, RAK was recently ranked among the top destinations for high-net-worth individuals. What factors are driving that appeal?

Our top markets include the UK, India, Germany, Kazakhstan, the Czech Republic, and CIS countries.

Each market aligns well with our offerings — from Jebel Jais, the UAE’s highest mountain, to our 68 kilometres of white-sand beaches.

Another unique advantage is space — our properties offer room to breathe. Take Rixos Bab Al Bahr or DoubleTree by Hilton on Marjan Island — some of these have beach fronts that are 1.6 kilometres long. That appeals to people seeking luxury and privacy.

Speaking of hospitality, Ras Al Khaimah is welcoming some impressive global brands, including Wynn Resorts. How do these developments support your trajectory?

Absolutely — we’re seeing a surge in high-end hospitality investments. What’s unique about Ras Al Khaimah is our entrepreneurial spirit. We’re a close-knit community that moves quickly. When investors approach us, we help align their brand with our destination’s DNA.

At Mina Al Arab, for instance, we have the InterContinental and Anantara already operational, and Four Seasons and Nikki Beach on the way. Marjan Island is seeing huge developments too. We currently have 8,000 keys, and we plan to more than double that by 2030.

Wynn is a game-changer — 1,500 keys of pure luxury. It’s not just about size, it’s about positioning. And yes, the casino element will certainly attract international visitors. Add to that upcoming openings like Fairmont, W, and our first mountain resort, and you can see how we’re building a diversified portfolio of premium experiences.

Tell us about your focus on MICE tourism.

We’ve grown our MICE numbers by 40 per ent year on year. Today, MICE would be our fifth largest source market. So the growth for us is incredible. We’re excited about all the hotels that are coming on board with new MICE infrastructure. So it will continue to be a big focus. And we do it especially in the incentive part of it. We do it from a wedding market and across the board.”

As tourism grows, so does the responsibility to preserve the natural landscape. How does Ras Al Khaimah balance tourism growth with sustainability?

Sustainability is a core pillar for us. Ras Al Khaimah offers a unique topographical blend — from serene mountains to tranquil beaches — and our biggest asset is space. This allows visitors to enjoy peace and privacy, all while being close to Dubai’s international airport.

But beyond the landscape, we’re also investing in accessibility. We partnered with Sage Inclusion, a company that conducted a full audit of the emirate for inclusivity. That includes considerations beyond mobility — like cognitive conditions, allergies, and sensory sensitivities. We’re working towards becoming a truly inclusive destination where every traveler feels welcome and catered to.

What are your long-term tourism goals for 2030? And as a leader, how do you approach running RAKTDA’s operations?

Our ambitions are bold but achievable. Today, we’re just under 1.28 million visitors annually. By 2030, our goal is to triple that to 3.5 million overnight guests and more than double our hotel capacity.

We treat RAKTDA as a high-performing business. We have EBITDA goals, KPIs, and a very clear roadmap. Tourism already contributes significantly to our GDP, and by the next decade, it’s expected to form a third of the economy. This isn’t a “nice to have”— it’s a central pillar of our national vision.

To get there, we need strong collaborations — with investors, hospitality partners, and of course, infrastructure. Ras Al Khaimah International Airport plays a big role in this. Last year, we welcomed 670,000 passengers; we aim to hit two million by the end of the decade.

We’re already working with partners like Air Arabia and IndiGo, ensuring air connectivity supports our vision.

As a CEO, my role is to ensure that we have the right team, clear direction, and strong leadership alignment with the emirate’s goals. Fortunately, we have all those ingredients in place.

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In today’s fast-evolving work environment, inclusivity is no longer just a moral obligation but a strategic advantage. Yet many workplaces remain unprepared to meet employees’ needs, leaving talent untapped and opportunities missed. To move forward, we must rethink what it means to create truly inclusive workplaces.

Understanding the challenge

In the UAE, protective laws safeguard the rights and wellbeing of People of Determination (POD), including people living with Multiple Sclerosis (PwMS).

Federal Law No 29 and Cabinet Decision No (43) of 2018 ensures equal opportunities and protection from discrimination for employees with special needs. Despite this robust regulatory framework, challenges persist.

Multiple Sclerosis (MS), a chronic autoimmune condition, disrupts the central nervous system, causing debilitating symptoms, fatigue, and cognitive impairments. Global MS prevalence has risen, with 2.9 million cases reported in 2023.

The UAE has transitioned into a moderately high-risk zone.

Recent research and reporting by local health-focused organizations reveal a pressing call to action: workplaces and policies must evolve to better support PwMS and other PODs.

In a whitepaper recently published by the National MS Society (NMSS), it was revealed that 36 per cent of unemployed PwMS who reported not working due to MS cited a lack of employer support as a key reason for leaving the workforce. The result is emotional distress, including anxiety and depression, driven by uncertainty, fatigue, and frustration.

Many also face social isolation due to stigma and a lack of understanding from family, colleagues, and employers.

The consequences ripple outward: higher unemployment, personal hardship, and lost opportunities, not only for individuals, but for the organisations that fail to harness their talent.

A question worth asking

Can we afford to think of workplace inclusivity as a luxury rather than a necessity?

The answer is a resounding no. The cost of inaction is far too high for individuals, organisations, and society. MS often affects people at the peak of their working lives, with an average onset age of 26 years in the region. Without inclusive workplacess, many are forced to leave employment, facing financial instability, limited medical coverage, and missed opportunities for growth.

The loss is equally significant for employers: skilled employees, institutional knowledge, and the innovation that comes from diverse teams.

For society, the effects are systemic, weakening social cohesion and stunting economic progress.

The path forward

Addressing this challenge begins with awareness. A greater understanding of MS, its symptoms, impact, and simple accommodations should be integrated into workplace culture. Awareness training can empower teams to build inclusive environments.

Flexible work arrangements are equally vital. For PwMS, remote work or flexible hours can mean the difference between career progression and unemployment. These are not extraordinary measures; they are practical, scalable solutions that make the workplace better for everyone.

But true inclusivity requires structural change. Accessible infrastructure, such as ramps and elevators, must be matched with transparent systems for accommodation requests. Employers should rethink organizational structures to co-create career pathways with PwMS, adapting roles to fit both the individual and the business.

One organisation helping to shape this path is the NMSS, which continues to elevate the conversation around inclusive employment by providing insights and resources tailored to the UAE context.

Organisations that engage with employees as individuals with unique contributions and needs will see greater retention, stronger teams, and more loyal staff.

Leading by example

The UAE has a unique opportunity to set a global standard for workplace inclusivity. By building on existing frameworks, the nation can ensure consistent protection and signal its commitment to a future where every worker is valued.

Countries like Germany and Japan have demonstrated how inclusive policies can drive national progress. By embedding inclusivity into its cultural and economic identity, the UAE is well-positioned to lead.

The benefits, greater innovation, stronger teams, and a more equitable society are simply too significant to ignore.

A shared responsibility

Transformation relies on collaboration. Policymakers can refine existing legislation and lead awareness efforts. Employers must embed inclusivity into their values and operational systems. And society must embrace diversity as a strength, not a challenge.

By creating workplaces where every individual’s contribution is recognised, we pave the way for a future where inclusivity is the norm.

So, is inclusivity a luxury? Or is it a necessity?

It is neither. It is the very foundation on which thriving workplaces and thriving societies are built.

Yasmin Mitwally works with with the National MS Society and Assia Nait Kassi is part of the MentalEdGroup.

The Financial Services Regulatory Authority (FSRA) of ADGM (Abu Dhabi Global Market) has imposed fines totalling Dhs610,000 on 23 entities for breaching the Common Reporting Standard (CRS) Regulations 2017 and/or the Foreign Account Tax Compliance Act (FATCA) Regulations 2022.

The sanctions follow enforcement actions taken against the entities for a range of compliance failures, including not submitting required risk assessments and annual information returns, failure to follow due diligence procedures, reporting incomplete or inaccurate information, and not collecting valid self-certification forms from account holders.

The CRS and FATCA frameworks are part of international efforts to enhance tax transparency and combat global tax evasion.

The UAE’s participation in these inter-governmental arrangements facilitates the automatic exchange of financial account data with other jurisdictions.

ADGM’s FSRA committed to following global tax reporting standards

“ADGM is committed to upholding international tax reporting standards,” said Emmanuel Givanakis, CEO – FSRA at ADGM. “These enforcement outcomes reflect the FSRA’s firm support for the UAE’s commitment to financial transparency and alignment with global commitments to information exchange. We are committed to identifying and addressing practices that do not meet our commitment to combat tax evasion through implementing robust and effective regulations in line with leading global standards of compliance and reporting responsibility.”

Details of the FSRA’s CRS and FATCA penalty notices are available on the ADGM website.