Big lift for Canadian exports: Emirates SkyCargo unveils Toronto route
The move is expected to boost cargo connectivity for Canadian businesses while supporting the continued growth of bilateral trade between the two nations
Emirates SkyCargo has launched a new weekly freighter service to Toronto Pearson Airport, marking a significant step in strengthening air cargo links between Canada and the UAE.
The move is expected to boost cargo connectivity for Canadian businesses while supporting the continued growth of bilateral trade between the two nations.
The introduction of the freighter service aligns with Emirates SkyCargo’s broader strategy to expand its global network in response to evolving trade demands, an Emirates media report said.
Badr Abbas, Emirates SkyCargo’s Divisional Senior Vice President, said, “Our freighter service to Toronto is an important milestone for Emirates SkyCargo as we continue to strategically expand our freighter fleet and network in line with evolving trade corridors. Exports from Canada to the UAE have been growing steadily in recent years, increasing 24 per cent year on year between 2023 and 2024 facilitated by direct air connectivity and strong bilateral trade relations.”
He added, “Our weekly freighter to Toronto further amplifies this positive momentum, providing Canadian businesses with an additional 100 tons of export capacity every week over and above belly hold cargo capacity on Emirates passenger flights. Additionally, the flight will also provide important connectivity between Canada and one of its largest trading partners, the EU, on the inbound segment with a stop at Amsterdam.”
Boost for Toronto Pearson’s cargo role
Toronto Pearson officials welcomed the new service, highlighting its importance to Canada’s logistics and trade ecosystem.
“The launch of Emirates’ freighter service to Toronto Pearson is a significant milestone for our airport,” said Kurush Minocher, Chief Commercial Officer, Toronto Pearson. “As Canada’s largest air cargo hub, handling approximately 45 per cent of the country’s total, we play a critical role in fueling the economy by connecting Canadian businesses to global markets. This new service provides shippers with direct, reliable access to one of the world’s most expansive cargo networks and reflects continued confidence in Toronto Pearson as a strategic gateway for global trade.”
Between Amsterdam and Toronto, the freighter flight will support main deck cargo capacity for the movement of pharmaceuticals, perishables, and other manufactured goods from the EU to Canada.
Emirates SkyCargo has played a key role in facilitating trade to and from Canada since the launch of passenger flights to Toronto in 2007. More recently, the airline has transported over 11,000 tonnes of export cargo from Canada since 2023.
Majid Al Futtaim and Visa have released a joint white paper setting out how retailers can build consumer trust into digital commerce, as the UAE sees rapid adoption of mobile-first shopping and cashless payments.
The report, titled Building the Trusted Digital Economy of Retail, comes as around 80 per cent of payments in the UAE are now made digitally, underscoring a shift towards seamless, integrated retail experiences across online and physical channels.
The study found that 67 per cent of UAE consumers used their mobile phone in their most recent retail purchase, while 37 per cent complete online shopping directly on mobile devices, the highest rate globally. However, it warned that consumer expectations remain high, with nine out of ten shoppers willing to abandon even preferred brands after a single poor experience.
At the core of the report is a framework dubbed the “Trust Loop”, which focuses on three stages of the customer journey: relevance, authorisation and resolution.
It argues that trust is built when personalisation is meaningful, payments are secure and frictionless, and post-purchase processes such as refunds are reliable.
The companies said the next phase of e-commerce growth will depend less on new technologies and more on consistently embedding trust across the entire customer journey.
Five key capabilities for retailers reveals Majid Al Futtaim-Visa whitepaper
To support this, the paper identifies five key capabilities for retailers: digital identity, secure credentials, consent-driven data sharing, interoperability across platforms and clear customer recourse mechanisms.
The collaboration reflects increasing alignment between retailers and payment providers. Majid Al Futtaim contributes consumer data and retail infrastructure across its physical and digital ecosystem, while Visa provides payment processing and fraud prevention capabilities. Visa said it has invested more than $3.3bn in artificial intelligence and data over the past decade.
Within Majid Al Futtaim’s own operations, AI-driven personalisation in its SHARE loyalty platform has lifted click-through rates for targeted offers by 23 per cent, the report said.
Visa research cited in the paper also showed that 82 per cent of UAE consumers would shop online more frequently if one-click checkout were available, while about two-thirds would adopt biometric authentication.
Executives from both companies said markets such as the UAE are shaping global retail trends, with mobile and digital payments now central to the shopping experience.
They added that combining secure infrastructure with personalised retail environments could position the Gulf region to play a leading role in the future of digital commerce.
UAE R&D tax credit: what businesses must get right
The UAE’s R&D tax credit regime represents a meaningful opportunity for innovation driven businesses, but only where it is approached as a forward looking planning exercise
The UAE’s research and development (R&D) tax credit regime, introduced under Cabinet Decision No. 215 of 2025 and Ministerial Decision No. 24 of 2026, came into effect for tax periods starting 1 January 2026. Positioned within the corporate tax framework, it offers a credit against tax for qualifying R&D expenditure, but only where strict technical, financial and structural conditions are met.
This is not a broad-based incentive for innovation spend. Access depends on how R&D is carried out, evidenced and aligned with value creation in the UAE. In practice, substance determines eligibility an not intent.
How the credit works
The regime applies a tiered structure:
15 per cent on the first Dhs1m of qualifying spend, with at least two R&D staff
35 per cent on spend between Dhs1m and Dhs2m, with at least six staff
50 per cent on spend between Dhs2m and Dhs5m, with at least 14 staff
It is available to UAE entities, including free zone companies, and foreign entities with a UAE permanent establishment, provided they are subject to corporate tax or domestic minimum top-up tax (DMTT). Entities benefiting from the 0 per cent free zone rate or small business relief are excluded.
The credit offsets tax liabilities but is not refundable. Unused credits may be carried forward and, in some cases, transferred within a group. For multinational businesses, it also interacts with OECD Pillar Two rules.
Critically, the value of the credit depends on whether it can actually be utilized in making group structure and tax position key considerations.
Pre-approval is mandatory
One of the most significant features of the regime is the requirement for project pre-approval from the Emirates Research and Development Council. Without this, claims cannot proceed.
Claims are made through the corporate tax return and must be supported by detailed documentation, including project approval, financial records and a breakdown of qualifying costs. The burden of proof lies entirely with the taxpayer, and late or unsupported claims are likely to be rejected.
This makes early planning essential. R&D cannot be “packaged” for tax purposes after the fact without being fully supported by facts and documentation.
What qualifies as R&D
To be eligible, activities must address genuine technical uncertainty and aim to achieve an advance in science or technology. They must follow a structured, project-based methodology aligned with internationally recognised principles.
Routine development, product enhancement or engineering work will not qualify unless they clearly meet this threshold. This is particularly relevant for sectors such as software and product design, where the line between innovation and implementation is often blurred.
Only activities carried out in the UAE qualify where projects span multiple jurisdictions. Activities in the social sciences, humanities and arts are excluded.
In many cases, qualifying R&D overlaps with the creation of intellectual property (IP), including patents, industrial designs and know-how. This creates important implications for how projects are structured and how outputs are managed.
What costs qualify
Eligible expenditure includes staff costs, consumables, subcontracting fees, certain capitalised costs, and licence fees for IP used in R&D.
However, the conditions are strict. Costs must be wholly and exclusively linked to qualifying activities, deductible for corporate tax purposes, and not funded by grants or other incentives. A minimum threshold of Dhs500,000 per project applies.
The key test is whether a clear, defensible link can be demonstrated between the cost, the activity and the entity claiming the credit. This is where many claims are likely to fail.
Intra-group arrangements are a particular risk area. Where costs are incurred in one entity but economic benefits accrue elsewhere, eligibility may be challenged. Licence fees and shared development models further complicate this, especially where ownership of outputs is unclear.
Why structure matters
The regime places significant emphasis on who bears the cost of R&D and who benefits from the outcomes. To claim the credit, an entity must not only incur the expenditure but also be entitled to the economic returns from the resulting innovation.
This makes IP ownership and contractual arrangements central to eligibility. Businesses must clearly define ownership of both existing (background) and newly created (foreground) IP, particularly in employee, consultant and subcontractor relationships.
Misalignment between legal ownership, economic benefit and actual conduct is a key risk. For example, a UAE entity performing R&D may not qualify if another group entity retains rights to the resulting IP.
Substance will override contractual form. Authorities are likely to examine whether the claiming entity genuinely controls the R&D and bears associated risks.
Timing and documentation are critical
Eligibility is determined based on how activities are conducted during the tax period—not how they are described later. This means documentation must be contemporaneous.
Businesses need to record technical challenges, methodologies, iterations and outcomes in real time, alongside structured tracking of costs such as staff time and consumables.
Records must be retained for seven years.
Attempts to reconstruct claims retrospectively, or to restructure arrangements mid-project, are unlikely to succeed.
Where risks lie
Several areas are expected to attract scrutiny:
classifying routine development as R&D without evidence of technical uncertainty
including costs that cannot be directly linked to qualifying activities
misalignment in intra-group or subcontracting arrangements
lack of economic entitlement to R&D outcomes
cross-border projects with unclear cost allocation
inconsistencies between technical documentation and financial claims
These issues could result in claims being reduced, denied or subject to clawback.
A planning exercise, not a tax adjustment
The UAE’s R&D tax credit regime represents a meaningful opportunity for innovation-driven businesses—but only where it is approached as a forward-looking planning exercise.
This requires early identification of qualifying projects, alignment of IP ownership and contractual structures, and implementation of systems for real-time tracking and documentation. It also demands close coordination between technical, finance and legal teams.
Ultimately, the biggest risk is not the absence of R&D activity, but misalignment between what businesses do, how they record it, and how they structure ownership and returns.
Those that embed these requirements from the outset are far more likely to secure and sustain the benefit of the credit.
For more info, you may contact the authors below:
Ahmad Saleh – Partner, Head of Innovation, Patents & Industrial Property – [email protected]
Gulf Business reveals real estate awards shortlist
Set to take place on May 15, 2026, at Palazzo Versace Dubai, the platform brings together two key pillars: a high-level summit and a dedicated awards programme
Gulf Business has unveiled the full shortlist for its inaugural Gulf Business Real Estate Summit & Awards, marking a significant milestone as the brand celebrates three decades of chronicling the region’s economic transformation.
Set to take place on May 15, 2026, at Palazzo Versace Dubai, the platform brings together two key pillars: a high-level summit and a dedicated awards programme. Together, they aim to offer a comprehensive view of the forces shaping the Gulf’s real estate sector—from large-scale master developers and luxury players to emerging firms, proptech innovators, and industry leaders driving transformation across the built environment.
The summit will convene senior developers, investors, policymakers, and industry stakeholders for a series of panel discussions focused on market dynamics, investment flows, regulatory shifts, and the next phase of growth across the GCC. The awards, meanwhile, spotlight excellence across 37 categories, reflecting the depth and diversity of the region’s real estate ecosystem.
Minor Hotels’ Amir Golbarg on growth, resilience and next phase of hospitality in the region
The COO, Middle East & Africa at Minor Hotels, shares his outlook on the region’s near-term recovery, the factors driving record performance, and how the group is positioning itself for sustained expansion
Resilience has become a defining trait of the Middle East’s hospitality sector, with the region repeatedly demonstrating its ability to rebound from disruption and reposition itself for growth.
From pandemic recovery to navigating shifting geopolitical dynamics, markets like the UAE have continued to attract investment, talent, and global travellers at a pace.
In this conversation, Amir Golbarg, COO, Middle East & Africa at Minor Hotels, shares his outlook on the region’s near-term recovery, the factors driving record performance, and how the group is positioning itself for sustained expansion. He also reflects on evolving traveller expectations, the realities of scaling across diverse markets, and why experience-led hospitality is becoming the industry’s true differentiator.
Recent geopolitical tensions have created short-term uncertainty across parts of the region. How do you assess the impact on travel demand in the Middle East, and what gives you confidence in the sector’s ability to rebound quickly?
What we have seen time and again is the resilience of this region. The Middle East has a remarkable ability to stabilise and recover quickly, and even in recent days, we’ve seen encouraging signs of confidence returning following news of a ceasefire. If you look at the example of Covid-19, Dubai not only recovered, but it also used that moment to reposition itself as one of the most desirable destinations globally. That same agility and forward-thinking approach continues to define the market today.
We have strong confidence in the leadership of the UAE and in the proactive work being driven by entities such as the Dubai Department of Economy and Tourism to accelerate the return of international visitors.
From our perspective, our strategy remains unchanged. We continue to open new hotels across the region, our development pipeline is robust, and we are seeing a strong appetite from partners who want to invest and grow with us.
With that in mind, we are already planning for a strong Q4 and remain very confident in the region’s ability to rebound quickly once conditions stabilise.
Last year was described as a record year for Minor Hotels across the Middle East and Africa. What specifically drove that performance, and which markets surprised you the most?
2025 was a remarkable year for us across the Middle East and Africa. We forecast close to 20 per cent revenue growth across the region, alongside strong gains in GOP and profitability, with RevPAR and ADR both increasing by around 5 per cent.
That performance was driven by strong momentum across our luxury and lifestyle brands, particularly Anantara Hotels & Resorts and Avani Hotels & Resorts, as well as disciplined asset management and very strong resort and F&B demand.
The UAE and Oman once again delivered exceptional leisure performance, while business and MICE demand continued to strengthen in key urban markets. What was particularly encouraging was the resilience of demand across the region, even against a backdrop of global uncertainty.
It was also a strong year for development. We welcomed new signings such as Dukes The Palm Dubai, which strengthens our presence on the Palm, and announced an exciting joint venture with SUNRISE Resorts & Cruises to develop up to 50 hotels in Egypt over the next decade.
Alongside this, we continue to see strong momentum in Saudi Arabia, Turkey and our established markets in the UAE and Oman.
Tivoli LA VIE Muscat Hotel & Residences/ Image Supplied
As you step into the COO role, what are the first operational shifts you’re prioritising in 2026, and where do you see the biggest untapped growth opportunities in the region?
My immediate focus as COO is to solidify our partnerships with owners and stakeholders, securing our growth goals and maximising our existing properties within our portfolio.
The region is navigating a complex global environment, from airline disruption to rising costs, but one of the strengths of the Middle East hospitality market is its ability to adapt quickly.
We are fortunate to operate in destinations such as the UAE, where governments are highly proactive and deeply committed to tourism growth. That gives the industry a strong foundation for recovery and continued expansion. Our confidence is reinforced by the proactive approach of governments across the region, particularly in markets like the UAE, where long-term tourism vision continues to underpin recovery and growth.
Internally, our focus is on improving productivity through technology, strengthening shared services, and ensuring each property is positioned clearly within our brand ecosystem so that it delivers the right experience for the right guest.
At the same time, we are continuing to grow across priority markets including Saudi Arabia, the UAE, Egypt, Oman, Turkey and parts of Africa. The introduction of new brands — including collection brands such as Colbert Collection and Minor Reserve Collection — gives us even greater flexibility to unlock unique projects and expand into new segments across the region.
Minor Hotels has spoken about portfolio diversification and asset-light expansion. How do you balance growth ambitions with the operational control needed to protect brand standards?
For us, growth and discipline go hand in hand. As we expand through asset-light models such as management agreements and conversions, protecting the integrity of our brands remains essential.
A clear brand architecture is key. Each of our brands, from Anantara through to Avani, Tivoli and NH Collection, serves a distinct guest segment, which allows us to grow without diluting the identity of the brands.
At the same time, our systems, shared services and technology platforms ensure operational consistency across the portfolio, even as we scale.
Partnerships are also fundamental. Many of our owners grow with us over time. A good example is our collaboration in Tanzania, where the upcoming NH Collection Pemba builds on an existing partnership with the same owners who are developing an Anantara resort and residences project in Zanzibar.
For us, growth is about building long-term relationships rather than simply adding properties.
Qasr Al Sarab Desert Resort by Anantara Al Sarab/ Image Supplied
Traveller behaviour is evolving rapidly, particularly in the Middle East. What changes are you seeing in guest expectations, and how are those shifts influencing everything from pricing strategy to service design?
Guests today are looking for something deeper than a traditional hotel stay. There is a clear shift toward experience-led travel, where people want a genuine connection with the destination.
Across our brands, we see growing demand for wellness journeys, cultural immersion and experiences that tell a story about the place. Younger travellers in particular want design, local character and authenticity embedded throughout the experience.
This also influences how value is perceived. Guests are increasingly willing to invest in experiences that feel meaningful and memorable. Our response is to focus on deeper personalisation and destination-driven F&B and service design that allows each brand to express the culture and energy of its location.
With increased competition in markets like the UAE and Saudi Arabia, how do you differentiate beyond hardware, when every brand is launching high-spec properties?
In many Gulf destinations, the hardware is already world-class, so true differentiation comes from the experience.
Travellers today are looking for authenticity and emotional connection rather than simply impressive architecture. That is where our brands have always focused — on immersive experiences, strong cultural storytelling and thoughtful service.
Anantara Hotels & Resorts is a great example of this. As the brand celebrates its 25th anniversary in 2026, it remains a powerful case study in experiential luxury.
Long before it became an industry buzzword, Anantara was built around the idea of connecting guests deeply with their destination through culture, nature and local traditions.
That philosophy continues to resonate strongly with today’s travellers who want meaningful luxury rather than simply visual spectacle.
Anantara Mina Al Arab Ras Al Khaimah Resort/ Image Supplied
You’re overseeing one of Minor Hotels’ most dynamic regions. From a leadership perspective, what does scaling a hospitality business in this environment require that it didn’t five years ago?
The pace of change today is significantly faster than it was even five years ago. Scaling a hospitality business now requires a much more agile and multi-dimensional approach to leadership.
Technology and data play a far greater role in decision-making, while sustainability is becoming an everyday operational priority rather than a separate initiative.
Equally important is talent. Building strong teams, investing in training, and creating clear career pathways will ultimately determine the success of the industry’s next phase of growth.
For me, leadership today is about balancing innovation with operational discipline, ensuring we continue to evolve while staying true to the fundamentals of great hospitality.
Netflix rolls out new mobile experience with ‘Clips’ feature
The ‘Clips’ feed allows users to take immediate action, including adding titles to their ‘My List’, sharing recommendations via messaging or social media, and exploring related content directly from the interface
Netflix has unveiled a redesigned mobile experience aimed at improving content discovery and engagement, introducing a new vertical video feature called ‘Clips’ as part of its broader push to enhance how users interact with the platform on smartphones.
The update marks the next phase of Netflix’s product evolution following last year’s overhaul of its television interface. The new mobile design focuses on simplified navigation and a more visual, mobile-first layout, making it faster and easier for users to find content across video, audio and interactive formats.
At the centre of the update is ‘Clips’, a personalised vertical video feed designed to help users discover content through short previews from series, films and specials. The feature is intended to streamline decision-making by presenting curated highlights based on individual viewing preferences.
The ‘Clips’ feed allows users to take immediate action, including adding titles to their ‘My List’, sharing recommendations via messaging or social media, and exploring related content directly from the interface. The feature is designed to reduce browsing time while increasing engagement across Netflix’s expanding content ecosystem.
Netflix said the feature will evolve further, with plans to integrate podcasts, live programming and curated collections based on genres and user interests, expanding the platform’s discovery capabilities beyond traditional video streaming.
“Mobile is an important part of how Netflix members stay connected to the entertainment they love. With our enhanced navigation and Clips, our new vertical video feed, we’re building on past learnings to deliver an experience designed for the way members want to enjoy Netflix on their phones: for the moments in between, to discover a new title, or a quick laugh,” said Elizabeth Stone, chief product and technology officer at Netflix.
“Our vision is to make our mobile experience as entertaining as what you watch, delivering increasingly personalized, immersive experiences for any mood or moment. This is just the beginning.”
The updated mobile experience is currently rolling out across key markets including the United States (US), United Kingdom (UK), Australia, Canada, India, Malaysia, Pakistan, the Philippines and South Africa, with a global rollout planned in the coming months.
The move reflects Netflix’s ongoing strategy to strengthen user engagement through personalised, mobile-first experiences, as competition intensifies across streaming, short-form video and digital entertainment platforms.
