Dubai-based Parkin Company, a leading provider of paid public parking facilities and services, has signed an operational parking management agreement with retail giants Spinneys and Waitrose.

The deal will see Parkin implement its advanced parking solutions across six selected retail locations in the city.

Read more: Parkin–DAMAC agreement: Company to operate 3,600 spaces across prime UAE communities

Under the agreement, Parkin will oversee the day-to-day management and operation of the designated parking facilities, employing its proven technology and operational expertise to ease congestion and optimise parking efficiency. Customers will enjoy two hours of complimentary parking, with an hourly rate applicable thereafter, ensuring availability for all shoppers.

Locations to benefit from smart parking solutions

The partnership covers Spinneys branches on Trade Center Road, Al Karama, Motor City, and Al Meydan, as well as Umm Suqeim. Waitrose branches at Motor City and Al Thanya Street are also included. Each location will feature Parkin’s cutting-edge parking management technology, including automated access control and seamless enforcement solutions.

To enhance convenience, the facilities will be integrated with the Parkin mobile application, allowing customers to manage their parking experience directly from their smartphones. The integration is expected to improve the overall shopping journey, making parking simpler and more efficient.

Executives highlight benefits for shoppers

Eng. Mohamed Abdulla Al Ali, CEO of Parkin, said the collaboration reflects the company’s commitment to delivering a seamless and convenient shopping experience. “By providing two hours of complimentary parking and utilising our advanced parking solutions, we’re delivering a smoother and more efficient mobility experience at key retail destinations,” he said. “Parkin remains committed to pioneering innovative, customer-focused solutions that optimise parking management, improve accessibility, and shape the future of urban transport across the UAE.”

Sunil Kumar, CEO of Spinneys, echoed the sentiment, emphasizing the importance of accessibility. “Ensuring easy, reliable access to our stores is a vital part of delivering a great shopping experience for every customer,” he said. “Partnering with Parkin allows us to enhance traffic flow and parking management at some of our busiest locations, making visits smoother and more convenient for all shoppers.”

This collaboration positions Parkin as a key player in Dubai’s retail and mobility ecosystem. By combining technology-driven parking management with customer-centric strategies, both Parkin and the retail chains aim to set a benchmark for efficient, accessible, and enjoyable shopping experiences.

The global consumer landscape is undergoing a rapid, digital-first transformation, driven by an engaged and environmentally conscious youth population.

Nowhere is this shift more pronounced than in the Middle East and Africa (MEA), a region defined by its immense demographic dividend, with over 65 per cent of the population under 30, and its accelerated embrace of technology and local pride.

To capture this dynamic market, multinational giants must evolve beyond traditional strategies, focusing on rapid innovation, health and wellness, and deep community integration.

This strategic evolution is perfectly encapsulated by PepsiCo’s recent landmark multi-brand partnership with the Mercedes-AMG PETRONAS Formula 1 (F1) Team starting in 2026.

This alliance, which uniquely positions Gatorade, Sting performance drink, and Doritos together, is a direct response to F1’s explosive, youth-led growth.

As highlighted by a special activation during the 2025 season-ending Abu Dhabi Grand Prix, the partnership is designed to tap into F1’s dramatically expanding audience, which is now approximately 40 per cent Gen Z and Gen Alpha and features a rapidly growing base of young women.

Here, Mohamed Shelbaya, PepsiCo’s CEO of Beverages – MEA, delves into the thinking behind these pivotal moves, detailing how PepsiCo is aligning its business, from R&D to digital marketing, to meet the sophisticated needs of this influential new generation across the MEA region.

What is the strategy behind the new F1 partnership with the Mercedes-AMG PETRONAS F1 Team, and what are the commercial goals?

The decision to partner with the Mercedes-AMG team, which builds on our existing relationship with F1 1, is driven by the massive transformation in the sport, particularly its appeal to younger generations.

Formula 1 now has a viewership of 1.3 billion followers, with 40 per cent being Gen Zs and Gen Alphas, and around 45 per cent being females aged 15 to 24. We aim to tap into this young, engaged audience by associating PepsiCo brands with the excitement and news generated by an F1 team.

The partnership is a three-pronged approach: positioning Gatorade as a sports rehydration solution, where we are partnering with Mercedes’ team through our Gatorade Sports Lab to find hydration solutions for the drivers to give them a performance edge; using Sting, our energy drink aimed at Gen Zs, to energise the crowd and focus on digital platforms for behind-the-scenes content; and leveraging Doritos, whose bold flavour profile aligns well with the bold theme of the sport.

We are looking forward to many activations, digital content, and sports performance hydration solutions, and we even had a surprise activation specifically for the F1 in Abu Dhabi on Sunday, December 7, 2025.

How does PepsiCo view the Middle East and Africa region, and what are the key trends driving your strategy there?

The Middle East and Africa region is strategically critical for us because it has the youngest population globally, with over 65 per cent of the population under 30.

This demographic is tech-savvy, cares deeply about the environment, and constantly seeks innovation.

Key trends driving our strategy include the acceleration of digital speed, which means the wear-out factor for traditional marketing is incredibly fast due to social media, forcing us to constantly innovate and adapt our marketing programmes by moving from traditional celebrity endorsements to influencers and focusing on CSR and environmental initiatives.

Furthermore, the pace of innovation is increasing, demanding that we stay on our toes and innovate much quicker, as market shifts now happen every two to three years.

Finally, localisation is key. We are opening a research and development hub in Riyadh to serve the region.

How do you balance consumer demand for healthier, low-sugar options with the traditional full-sugar portfolio?

Our simple rule is to listen to the consumers, and we don’t try to sell what they aren’t asking for. The trend for healthier options and no-sugar drinks is loud, especially among the younger generation, but there is also a segment, particularly in hot markets like Africa, that still seeks full-sugar options as a cheap source of energy.

The company’s approach is to offer a full portfolio, allowing consumers to choose among low-sugar, no-sugar, and hydrating options such as Gatorade, or full-sugar options like the Sting performance drink. The key complexity comes in the back-office management, which is where we are investing in AI to help us manage a large portfolio.

AI helps us analyse customer data to understand specific outlet needs. For example, a university shop might require a higher index of no-sugar options, allowing us to manage production, go-to-market strategies, and allocate shelf space accordingly.

What is PepsiCo’s commitment to the community and sustainability in the region?

We view our role as going beyond selling; we are here to serve the communities we live in. Our focus areas are on the youth, helping them fulfil their dreams through entrepreneurship and sports; on farmers and sustainable agriculture, which is a big priority given we are an agriculture company, where we support farmers on sustainable practices to conserve water and soil, helping them improve productivity and earn a decent living; and on the environment.

We have serious commitments to reducing our environmental footprint, including water conservation through recycling every drop of water consumed in our plants, aiming to recycle our entire plastic portfolio, and actively seeking ways to reduce the carbon footprint of our plants, trucks, and coolers.

What can readers look forward to in 2026, beyond the F1 partnership?

Consumers are primarily looking for two big things: value and innovation. In terms of value, we are driving productivity within our manufacturing and go-to-market strategies to offset rising commodity prices and ensure we offer the right product at affordable prices.

For innovation, consumers want to see new products, and we are focusing on launching internationally popular products with a local twist, such as the recent launch of Pepsi Cherry in the UAE.

We also plan many new, fresh collaborations, like our successful venture this year with Noon, where they manufactured a 7-Up ice cream, which helps make the brand young, fresh, and very local.

What is the philosophy that has helped PepsiCo build an enduring legacy?

The key to an enduring legacy is being consumer-centric and having the vision to transform, even if it goes against current operations, drawing a lesson from companies that failed because they had the data but refused to adapt.

We are undergoing a major shift in mindset, viewing our portfolio as food and drinks, not just carbonated soft drinks and snacks.

We are also heavily investing in AI to drive productivity and harness data, which is key in this day and age, to totally reshape the business, as data analysis is what will shape our business.

Underlining all of this is our people, who bring the passion, drive, and competitiveness needed to succeed.

What is your personal philosophy for strong leadership?

I am a firm believer that winning as a team is the right way to go. My philosophy is based on building a great team where departments gel together for the greater cause, focusing selflessly on the big picture rather than individual objectives, operating with the belief that “We’re all in this together. We’re in one boat”.

I invest time in the right people, specifically recruiting individuals who are better than I am and can challenge me.

Furthermore, I ensure there is an environment of openness and safety by having an open-door policy to listen to ideas from everyone, regardless of seniority, because when you achieve the finish line with this collaborative approach, the sense of achievement for the whole team is much more profound.

Read: PepsiCo’s Eugene Willemsen says building a culture of sustainability together is critical

Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, crown prince of Dubai, deputy prime minister, minister of defence, and chairman of the executive council of Dubai, has reviewed progress on the Jumeirah Beach 1 development project, one of Dubai Municipality’s flagship initiatives focused on enhancing public beach infrastructure and elevating waterfront experiences across the emirate.

The visit underscores Dubai’s continued investment in high-quality public assets as part of its broader urban development and quality-of-life agenda. Jumeirah Beach 1 is positioned as a key component of the emirate’s strategy to reinforce its status as a leading global destination for beach tourism while supporting community wellbeing and sustainable growth.

Read more-Abu Dhabi Beach Guideline: What visitors need to know

Sheikh Hamdan was accompanied during the visit by Sheikh Ahmed bin Saeed Al Maktoum, president of Dubai Civil Aviation Authority, chairman of Dubai Airports, and chairman and chief executive of Emirates Airline and Group; Omar Sultan Al Olama, minister of State for Artificial Intelligence, Digital Economy, and Remote Work Applications; Abdulla Mohammed Al Basti, secretary-general of the Executive Council of Dubai; and Mattar Al Tayer, chairman of the Supreme Committee for Urban Planning in Dubai, a WAM report said.

The presence of senior leadership highlights the strategic importance of the project within Dubai’s broader infrastructure and urban planning framework, particularly as the emirate continues to align development initiatives with long-term economic and social objectives.

A comprehensive beachfront upgrade

Spanning 1,400 metres, the Jumeirah Beach 1 redevelopment represents a comprehensive upgrade of the beach’s design, facilities, and infrastructure. The project is designed to enhance quality of life, support wellbeing, and create a fully integrated coastal destination that caters to residents and visitors alike.

Set to reopen to the public in early February, the upgraded beach will feature modern recreational and sports facilities, family-friendly amenities, and dedicated pedestrian, cycling, and jogging paths. These elements are designed to promote active lifestyles and ensure accessibility for all segments of society, reinforcing Dubai’s focus on inclusive urban spaces.

The project directly supports the objectives of the Dubai Quality of Life Strategy 2033 by enhancing open public spaces, promoting healthy living, and strengthening community wellbeing. It also aligns with the Dubai Urban Master Plan 2040, which prioritises coastal development, improved accessibility, and efficient mobility networks to support sustainable urban growth.

By integrating these strategic frameworks into the redevelopment, Jumeirah Beach 1 is positioned as a model for future public beach projects across the emirate.

Enhanced facilities and smart beach technologies

The redevelopment includes upgraded service and health facilities distributed along the beach, such as restrooms, showers, and changing rooms designed to international standards. These facilities are intended to ensure comfort, accessibility, and privacy for users, while dedicated areas for recreation, beach activities, and seasonal events have been incorporated to support year-round engagement.

Parking facilities for vehicles and buses have also been added, including electric vehicle charging stations, reflecting Dubai’s emphasis on sustainable mobility.

As part of Dubai Municipality’s approach to developing smart and future-ready beaches, the project integrates advanced technologies, including wireless internet connectivity, electronic information displays, smart lockers, and AI-enabled rescue and monitoring systems.

These systems are linked to the municipality’s central control rooms in coordination with relevant authorities, enhancing safety and operational efficiency.

Climate resilience and sustainability at the core

Climate-resilience measures form a central component of the Jumeirah Beach 1 development project. Engineering works included raising the beach level and replenishing it with 250,000 cubic metres of clean sand. These measures were based on specialised technical and environmental studies aimed at enhancing protection against rising sea levels and ensuring long-term sustainability.

Such interventions reflect Dubai’s commitment to building resilient infrastructure that can adapt to environmental challenges while maintaining high standards of public space design.

In addition to its social and environmental objectives, the project introduces more than 15 investment opportunities across beach-related activities, retail, dining, and services. These opportunities are expected to support economic growth and strengthen Dubai’s beach tourism ecosystem, further reinforcing the commercial viability of public infrastructure development.

The Jumeirah Beach 1 project reflects Dubai Municipality’s broader vision to transform public beaches into integrated urban destinations that enhance wellbeing, support community cohesion, and contribute to Dubai’s standing as one of the world’s best cities to live, work, and visit.

Project nears completion

During the visit, Sheikh Hamdan was briefed by Marwan Ahmed bin Ghalita, director-general of Dubai Municipality, on the latest developments of the project, which has reached a completion rate of more than 95 percent.

Sheikh Hamdan emphasised that Dubai continues to set new benchmarks in urban development through sustainable planning and people-centred design. He noted that infrastructure development must contribute directly to wellbeing, liveability, and long-term resilience.

“Our vision is to develop a smart, future-ready city with advanced and sustainable infrastructure, world-class public spaces, and beaches that offer integrated services and high-quality experiences,” he said. “Public beaches are an essential part of Dubai’s urban fabric, and their development reflects our commitment to enhancing quality of life for both residents and visitors.”

Marwan Ahmed bin Ghalita said the project reflects Dubai Municipality’s commitment to implementing the leadership’s directives to develop public beaches in line with the highest international standards. He added that the redevelopment enhances coastal infrastructure readiness, responds to population and tourism growth, and delivers a distinctive experience that meets expectations.

“This project forms part of Dubai Municipality’s comprehensive programme to upgrade public beaches across the emirate,” he said. “Our objective is to create integrated, high-quality beachfront destinations that strengthen Dubai’s global appeal and reinforce its position as one of the world’s leading beach cities.”

Dubai’s Roads and Transport Authority (RTA) is advancing its strategy to enhance public transport services and improve mobility across the emirate with the launch of four new public bus routes and a comprehensive upgrade of more than 70 existing routes, effective January 9.

The initiative forms part of RTA’s broader efforts to improve operational efficiency across Dubai’s public transport network while ensuring reliable, high-quality services for all segments of society. According to an RTA media report, the changes are designed to improve geographic coverage, streamline route alignments, and address peak-hour demand during morning and evening periods.

Read more-Public transport updates: Dubai Metro lines rerouted, more public bus services

The measures align with RTA’s long-term vision of becoming The World Leader in Seamless and Sustainable Mobility, as the authority continues to refine services to meet evolving passenger needs and support the city’s growing population and economic activity.

Four new routes target peak-hour efficiency

As part of the latest rollout, RTA will introduce four new bus routes aimed specifically at improving operational efficiency during peak travel hours. The routes are designed to support existing high-demand services by splitting directional flows between morning and evening peak periods.

Route 88A will operate in one direction from Al Satwa Bus Station to Jumeirah 3 during the morning peak period, supporting operational efficiency on Route 88. Its counterpart, Route 88B, will operate in the opposite direction from Jumeirah 3 to Al Satwa Bus Station during the evening peak period.

Similarly, Route 93A will operate in one direction from Al Satwa Bus Station to Al Wasl during the morning peak hours to support operational efficiency on Route 93, while Route 93B will operate in the reverse direction from Al Wasl to Al Satwa Bus Station during the evening peak period.

By tailoring services to peak demand patterns, RTA aims to reduce congestion, optimise fleet utilisation, and improve travel times for daily commuters.

Extensive enhancements across existing bus routes

In addition to the new routes, RTA will implement a wide range of upgrades across several existing bus routes starting the same date. These enhancements include running time changes, route stop sequence corrections, timetable adjustments, depot changes, and other service modifications aimed at improving passengers’ daily mobility and overall travel experience.

Several routes will see extensions to improve coverage. Route 13A has been extended to Al Muhaisnah 2, 7th Street, while Route 55 has been expanded within International City to Greece Cluster, K12. Route F39 has been extended to reach the Oud Al Muteena area, with new stops added at Oud Al Muteena 2 A1, Oud Al Muteena 2 Masjid, and Oud Al Muteena 2 B1. Route F55 has been expanded to cover additional areas within the Dubai World Central cargo zone, with two new bus stops added.

New bus stops have also been introduced across several routes, including Route 6, which will now serve Dubai People of Determination Center and Mayo Clinic, and Route 18, which has added stops at Al Nahda Pond Park and MSB Private School. Additional new stops have been added on Route 36B in Dubai Outsource City, Route F61 at Al Jassmi Masjid 1, and Route 320 at Dubai Outsource City, VOGO Grand Hotel.

Rationalisation and stop adjustments

Alongside service expansions, RTA has rationalised certain routes by cancelling or relocating bus stops to improve efficiency and reduce delays. Notable changes include the cancellation of stops such as Emirates Towers 1 on Route 29, Shatha Tower on Route 83, and Storm Coaster at Dubai Hills Mall on Route DH1.

Several routes have seen realignments, including Route F54, which has been adjusted to serve the South Residential Area of Jebel Ali Free Zone (JAFZA), and Route F46, where two stops within the Green Community have been cancelled.

Additionally, the bus stop at Max Metro Station serving Routes E100 and E201 has been relocated from Max Metro Bus Stop (South 2) to Al Jafiliya Bus Station, reflecting efforts to improve connectivity and passenger convenience.

RTA said the comprehensive set of changes is intended to facilitate smoother mobility across the public transport network, reduce waiting times, and provide additional trips during periods of peak demand. The authority continues to encourage passengers to stay informed about route changes and service updates through the S’hail App.

Road network improvements complement public transport push

Beyond public transport, RTA has also implemented new traffic improvements as part of its ongoing efforts to develop the road network and improve mobility efficiency across Dubai.

These include road widening works on Sheikh Rashid Road at the Sheikh Khalifa Street intersection through the expansion of the right-turn lane, as well as the opening of a designated U-turn at Marrakech Street. In addition, works have been completed on Oman Street with Damascus Street.

RTA said these road infrastructure upgrades are aimed at ensuring smoother and safer journeys for all road users, complementing enhancements to public transport services and supporting overall mobility across the emirate.

Samsung Electronics on Monday unveiled its vision for what it calls “AI living,” outlining plans to embed artificial intelligence more deeply across televisions, home appliances and health-focused devices as it seeks to strengthen its position in the global consumer electronics market.

At its annual “First Look” event at the CES 2026 technology show in Las Vegas, the South Korean group said AI would serve as a unifying layer across its products, enabling devices to act as companions that anticipate user needs rather than operate as standalone tools.

TM Roh, chief executive of Samsung’s Device eXperience division, said the company’s large connected ecosystem allows it to offer more personalised experiences across mobile devices, displays, appliances and services.

Samsung showcased a new lineup of AI-powered televisions, led by a 130-inch Micro RGB display, alongside what it calls a Vision AI Companion, software designed to recommend content, adjust picture and sound settings and interact with users through voice commands.

The company said the technology would be available across its 2026 TV range, including OLED, Neo QLED and UHD models.

Samsung also said its latest TVs would support HDR10+ ADVANCED and a new spatial audio format, Eclipsa Audio, and would receive operating system upgrades for up to seven years.

Samsung highlights expansion of its SmartThings platform

In home appliances, Samsung highlighted the expansion of its SmartThings platform, which it said now serves more than 430 million users globally.

The company announced upgrades to its Family Hub refrigerator, including enhanced food recognition and meal planning features powered by AI, as well as new laundry, garment care and robotic vacuum products designed to automate household tasks.

The company also outlined partnerships aimed at linking smart appliances to insurance services, saying connected devices could help reduce risks and lower costs for consumers in some markets.

In digital health, Samsung said it plans to shift from reactive to proactive care by using AI across phones, wearables and home devices to monitor health indicators, provide coaching and flag potential issues. The company said it is expanding research into early detection of conditions such as cognitive decline, while emphasising data security through its Knox and Knox Matrix platforms.

Samsung’s announcements come as major technology companies race to integrate AI into consumer hardware amid slowing global demand for electronics and rising competition from Chinese manufacturers.

The Samsung exhibition at CES runs through January 7, the company said.

Read: Samsung’s Fadi Abu Shamat on what makes the Galaxy Z TriFold so special