Abu Dhabi-based Sandstorm Comics has announced its official retail debut, making its titles available on the Abu Dhabi Arabic Language Center’s digital platform Kalima as well as at Kinokuniya stores across the UAE.

The move represents a significant milestone for the homegrown studio, which has rapidly established itself as a creative force in the regional comic book industry. The launch expands Sandstorm’s reach to both local and international audiences while strengthening Abu Dhabi’s growing cultural industries.

The retail debut introduces four titles under Sandstorm’s new children’s imprint, Little Storm: Solarblader Vol.1, Acro and The Cat, All Upon a Time, and The Foxes and the Dragon. Each title is produced by local and regional talent, reflecting the UAE’s creativity and storytelling traditions.

“Since the inception of Sandstorm Comics, our vision has been to bring locally produced comic books to life and make them accessible to everyone,” said Mo Abedin, Editor-in-Chief at Sandstorm Comics. “Today, that vision becomes a reality with our titles now available across the UAE’s largest bookstores, as well as online through Kalima website and mobile application. This marks a significant milestone for the UAE’s creative community, and we take great pride in sharing stories that reflect the richness and diversity of our region’s culture.”

The debut follows Sandstorm’s recent international showcases, including New York Comic Con 2024 and Middle East Film and Comic Con 2025. With new releases planned throughout the year, the company is positioning itself to scale globally while retaining its base in Abu Dhabi.

Supported by the Department of Culture and Tourism – Abu Dhabi (DCT Abu Dhabi), Sandstorm Comics is closely aligned with the emirate’s strategy to strengthen its cultural and creative industries. By prioritising original intellectual properties and promoting regional talent, the studio is reshaping the way Middle Eastern stories are presented to global audiences.

For fans, Sandstorm Comics’ titles are now available at Kinokuniya stores across the UAE, through Kalima.ae, and via the Kalima mobile app.

Langham Hospitality Group (LHG) has appointed Rico Picenoni as its global head of residential, a newly created role designed to strengthen the Group’s design, branding, and management of private homes. The move comes amid rising demand for mixed-use developments that combine hotel and residential offerings.

“The rise in mixed-use developments where we can offer hotel management and branded residence services in conjunction allows us to serve our clients more holistically,” said Bob van den Oord, CEO of Langham Hospitality Group. “It also enables consumers to not just experience our hospitality during their travels, but in the places they choose to call home.”

“Rico’s rare blend of branded residence and hotel operations experience makes him uniquely qualified to lead this key area of growth for the Group,” van den Oord added.

Picenoni joins LHG from Savills in London, where he led the branded residential consultancy team, overseeing advisory mandates across more than 50 countries with a combined development value exceeding $45bn. His career also includes senior roles at Accor, where he managed residential and extended-stay developments across the Middle East and Africa, along with project feasibility and assessment positions.

Earlier, he served as asset manager at Seven Tides Hospitality, overseeing residential properties operated by brands such as Minor Hotels Group and Mövenpick. He also gained operational experience with Rosewood Hotels & Resorts in the United States and Starwood Hotels & Resorts in the UAE, providing him with valuable insight into the service foundations that support branded residences.

A graduate of Ecole hôtelière de Lausanne, Picenoni also holds qualifications in real estate investments, asset management, and negotiations.

Reinforcing LHG’s growing focus on the Middle East, where it plans to open its first hotel in 2029, Picenoni will be permanently based in Dubai.

As Dubai strengthens its appeal to long-term residents, Wasl Group unveils new units aligned with the emirate’s housing strategy.

Dubai-based real estate developer Wasl Group has announced the launch of a new phase of its South Garden project, with a significant allocation for first-time home buyers. The release of residential units in Buildings D and E of the popular South Garden development supports the Dubai First-Time Home Buyer (FTHB) program, a Dubai Media Office report said.

Read-Dubai: How DLD, DET’s new initiative will help first-time homeowners

This move represents a strategic alignment with the Dubai Real Estate Strategy 2033, which aims to increase homeownership rates across the city. Wasl’s commitment reinforces its role as a key player in enabling more residents to enter the property market.

Strong demand expected following previous sellout

The new launch follows the rapid sellout of South Garden’s initial phase in 2024, when all units were snapped up within 48 hours. Buildings D and E offer a carefully curated mix of studios, and 1-, 2-, and 3-bedroom apartments in the heart of Wasl Gate, a freehold master community located in Jebel Ali.

Conveniently situated near Festival Plaza Mall and with direct access to the Dubai Metro, the development combines connectivity with tranquility. Amenities include a gated Zen Garden, underlining Wasl’s commitment to delivering peaceful, well-connected communities with long-term value for both residents and investors.

In collaboration with the Dubai Land Department (DLD) and the Dubai Department of Economy and Tourism (DET), Wasl is offering registered first-time buyers exclusive early access to the new units, along with incentives such as discounted pricing.

With a portion of units reserved for the general public, high demand is expected, especially from end-users. For first-time buyers, this represents a rare opportunity to purchase property in one of Dubai’s most promising freehold locations.

Developer builds on trust and purpose

“The fact that so many are choosing to buy their first home through Wasl speaks volumes,” said Mohamed Al Bahar, Director of Business Development at Wasl Group. “It reflects not only the strength of our communities, but also the trust we’ve built in offering quality, value, and opportunity in a competitive market.”

“With this launch, we’re reaffirming our role as a developer of purpose—supporting Dubai’s evolving housing needs while helping first-time buyers take a confident step onto the property ladder,” he added.

The UAE will soon mark Prophet Muhammad’s Birthday (PBUH) with a public holiday in September, offering residents and businesses additional time off as summer winds down.

The holiday falls on the 12th day of the Islamic month of Rabi’ Al-Awwal. This year, astronomical predictions suggest it will land on Friday, September 5, 2025, though there is a possibility it could fall a day earlier on Thursday, September 4, if the month of Safar ends after 29 days.

In line with the UAE’s public holiday law introduced earlier this year, if the date is confirmed as Thursday, the holiday is expected to be officially observed on Friday, September 5, creating a three-day weekend. The adjustment mechanism, which allows holidays to shift to the start or end of the week, is designed to provide longer breaks while ensuring smoother business and workforce planning.

Read: Planning your next break? Here’s the list of UAE public holidays in 2025

For companies, the timing of the holiday offers both operational and commercial considerations. Sectors such as hospitality, retail, and travel are likely to benefit from increased domestic demand, with long weekends often driving higher hotel occupancy, retail footfall, and short-haul travel bookings. At the same time, corporate planners and HR teams will need to factor the holiday into workforce scheduling, payroll, and project timelines.

The Prophet’s Birthday is widely recognised across Islamic nations, and in the UAE, it represents not only a moment of cultural and religious significance but also a reminder of the country’s evolving approach to aligning traditional observances with modern work-life balance policies.

With confirmation expected closer to the date, businesses are already preparing to adjust operations around the holiday, while employees look forward to an extended weekend break.

In an era of unprecedented global disruption and rising consumer expectations for sustainability, supply chain innovation is no longer optional—it is central to business resilience.

Melahat Yildirim, group director – Procurement at IFFCO Group, shares how the company has redefined its approach to sourcing, logistics, and manufacturing to navigate volatility, embed ethical practices, and harness digital technologies.

From locally anchored supply chains to AI-driven optimisation and traceable, deforestation-free sourcing, Yildirim outlines how IFFCO is building a future-ready, responsible, and agile food system across the Middle East and beyond.

In recent years, supply chains globally have faced unprecedented disruptions. How has IFFCO adapted its procurement and logistics strategy to navigate regional volatility and global uncertainty?

In recent years, supply chains globally have faced unprecedented disruptions. Resilience is rooted in the strength of our global footprint. We’ve redefined our supply chain strategy to prioritise local manufacturing and sourcing, minimising reliance on imports while enhancing quality, agility, and speed to market. This locally anchored approach has been pivotal in ensuring stability across essential categories such as oils and fats.

We’ve also invested in shorter, more agile supply chains across the GCC and beyond. By building global sourcing networks and refining closer to home, we’re able to maintain steady access to our materials, minimise transport disruptions, and lower emissions, all while keeping products affordable and tailored to local tastes.

Crucially, ethical and sustainable sourcing is at the heart of this strategy. Whether it’s deforestation-free palm oil or traceable wheat and soy, we know that long-term resilience depends on doing things the right way. With predictive analytics and real-time visibility, we’re better equipped to anticipate disruptions — from climate events to geopolitical risks—and act fast when needed.

IFFCO has been praised for embedding sustainability into its operations. Could you elaborate on how ethical sourcing principles are integrated into your supply chain decisions across different markets?

IFFCO goes beyond compliance; it’s about creating long-term value through sustainable, inclusive, and transparent supply chains. How we source materials directly impacts the environment, communities, and overall supply chain integrity. That’s why we’ve adopted a structured and forward-looking approach that emphasises traceability, transparency, and collaboration with suppliers.

In our 2024 ESG report, we cite that approximately 95 per cent of our raw material volume was concentrated in four key crops: palm, soy, sunflower, and wheat. For palm oil, we’ve already achieved 100 per cent traceability to the mill level and are progressing toward full plantation-level traceability, aiming for a deforestation-free direct supply chain by 2025.

To enable responsible sourcing across all key crops, we’ve established a supplier database tracking origin, certification, and compliance with our supplier code of conduct, aligned with global human rights and environmental standards. Satellite-based deforestation monitoring tools also help us identify risks and maintain oversight in critical sourcing regions.

This year, we’re rolling out our Responsible Sourcing Code for soy, sunflower, and wheat, helping suppliers meet sustainability standards, fill data gaps, and improve reporting. Our ambition is 100 per cent traceable sourcing for these crops, fully aligned with our ethical and environmental commitments.

We’re also investing in supplier engagement, capacity building, and local sourcing opportunities to reduce our carbon footprint and support regional economies.

Digital transformation is at the core of operational resilience today. What specific technologies or innovations has IFFCO implemented to optimise your supply chain and enhance agility?

Digital transformation is central to how we future-proof operations and enhance agility across the value chain. We’ve adopted technologies including AI, predictive analytics, and factory automation to drive smarter, faster, and more sustainable decision-making.

AI enhances demand forecasting, planning efficiency, and waste reduction. It also enables intelligent route optimisation and waste management, directly aligned with our ESG goals.

Predictive analytics allow us to fine-tune formulations and respond quickly to changing consumer preferences, while AI-driven packaging innovations enable more sustainable, resource-efficient formats without compromising product integrity.

Our fully automated, state-of-the-art production facilities ensure consistency, speed, and quality at scale. Together, these digital investments create a food system that is efficient, resilient, and ready for the future.

Given the rapidly evolving economic landscape in the Middle East, what are some of the key shifts you’ve observed, and how is IFFCO positioning itself to remain future-ready?

The Middle East is undergoing significant economic transformation, marked by diversification, digital infrastructure investment, and growing ESG emphasis. At IFFCO, we align with these shifts by embracing innovation, advancing sustainability, and building operational agility.

Securing a sustainable energy supply is key. Since 2021, we’ve launched over 30 energy and renewables projects across the UAE, Saudi Arabia, Pakistan, Indonesia, Italy, Egypt, and Spain, reducing emissions, operational costs, and exposure to price volatility.

This energy transformation is central to our ESG strategy. We aim to be a resource-efficient, climate-resilient, and people-focused organisation, embedding sustainability into day-to-day operations while contributing to long-term community and market health.

Simultaneously, we invest in local manufacturing, digital innovation, and regional partnerships to remain agile and competitive amid continued economic and geopolitical shifts. Future-readiness for us means responsible growth that builds long-term value.

How do you balance the need for operational efficiency with long-term sustainability goals, particularly in sourcing, transportation, and packaging?

Operational efficiency and sustainability go hand in hand. Many of our most impactful sustainability initiatives arise from smarter, leaner operations.

For transportation, our Sales and Distribution fleet of nearly 1,100 vehicles accounted for roughly 7 per cent of total emissions in 2024. We aim to cut that by at least 1.7 per cent by 2030 through route optimisation, eco-driving training, and local sourcing—reducing 600 tCO2e annually.

For packaging, we are moving toward a circular economy model: minimising virgin plastics, improving recyclability, and incorporating recycled content.

Our goal is fully recyclable, compostable, or renewable packaging by 2030 while reducing virgin PET and HDPE use by 15 per cent.

Whether through smarter logistics, responsible sourcing, or sustainable packaging, embedding circular, low-carbon practices future-proofs our business while serving the planet and communities.

Looking ahead, what are your priorities for further strengthening IFFCO’s supply chain resilience and digital capabilities over the next three–five years?

Our priorities are advancing digital and operational capabilities, expanding regional manufacturing, and driving innovation aligned with regional growth and sustainability goals.

We see opportunities to evolve our portfolio and engage new consumer segments, supporting national food and security agendas.

Projects like our manufacturing facility in Ghana and the Berbera Free Zone plant in Somaliland, in partnership with DP World, expand our footprint and enable faster, integrated supply chains.

By 2025, we aim to strengthen our presence in high-growth markets such as the UAE, Saudi Arabia, Egypt, and Turkey, with increased focus on Brazil, Asia, and Europe. Our full acquisition of Turkey operations supports more localised, resilient supply chains.

With more than 95 operational sites, over 80 brands, and presence in over 100 markets, we are positioned to scale efficiently, leverage digital technologies, and form partnerships that deliver long-term value.

The next few years will be pivotal as we continue shaping an innovative, adaptable, and sustainable supply chain.

Read: IFFCO, Griffith Foods end JV, pursue independent growth in MENA