The UAE’s Digital Tourist VAT Refund System continued its expansion during the first half of 2026, with the number of connected retail outlets surpassing 19,300 as the Federal Tax Authority (FTA) accelerated efforts to enhance digital tax services and improve the experience for international visitors.

The authority said the number of retail outlets registered with and electronically connected to the Digital Tourist VAT Refund System reached approximately 19,340 by the end of June 2026, marking a 5.9 per cent increase from 18,260 outlets recorded at the end of the first half of 2025, according to a WAM report.

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During the first six months of 2026, another 449 retail outlets joined the platform, compared with 697 during the corresponding period last year. Over the past two and a half years, the total number of retail outlets connected to the system has reached 2,983, reflecting the continued expansion of the authority’s digital ecosystem.

Digital infrastructure continues to expand

The FTA also reported steady growth in the network of self-service VAT refund kiosks available to tourists across the country.

By the end of the first half of 2026, the number of kiosks had increased to 100 from 93 a year earlier, representing an annual growth of 7.5 per cent. A total of 23 kiosks have been added over the past two and a half years.

The kiosks are strategically located at shopping centres, hotels and tourist departure points across the UAE, allowing visitors to complete VAT refund transactions conveniently before leaving the country.

Abdulaziz Mohammed Al Mulla, director general of the FTA, said, “The authority is committed to the continuous development of its systems and services, including the Digital Tourist VAT Refund System. We continue to introduce new measures to enhance the process of registering retailers in the system by introducing new features that further simplify registration through a system that is considered the most advanced of its kind globally and operates through fully digital processes.”

He added, “Continuous enhancements to the system have further strengthened its performance. Within minutes, tourists can complete their transactions, receive a digital invoice and submit it directly through the system before leaving the UAE. They can also use one of the self-service kiosks available at all departure points covered by the system, as well as at numerous hotels and shopping centres, to complete their VAT refund process quickly and easily.”

Digital transformation remains a key priority

Al Mulla said the FTA remains focused on advancing its digital transformation agenda in line with the UAE government’s broader vision of delivering efficient, innovative and customer-centric public services.

He emphasised that the authority is pursuing ambitious plans to further enhance tax services while strengthening the country’s business-friendly environment through future-ready government solutions.

The FTA also revealed that visitors from India, the Russian Federation, Turkey, China and the US accounted for the largest share of beneficiaries using the Tourist VAT Refund Service during 2026.

New features improve customer experience

The authority said several enhancements have been introduced to the Tourist VAT Refund Service in recent months to improve operational efficiency and provide a smoother customer experience.

Among the most significant developments is the integration of the Noon e-commerce platform into the Digital Tourist VAT Refund System. The move enables eligible tourists to claim VAT refunds on qualifying online purchases made while visiting the UAE.

According to the FTA, the initiative is the first of its kind globally and forms part of its broader strategy, implemented in collaboration with Planet, the approved system operator, to expand the number of participating online retailers and platforms while widening access to the service.

The authority also announced the launch of an enhanced version of Planet’s smart application during the current year. The updated app now supports 12 languages, including English, following the addition of 11 new language options, making the service more accessible to visitors from a wider range of international markets.

In addition, the application now incorporates the UAE’s official dirham symbol, further aligning the platform with the country’s evolving digital services ecosystem.

The continued expansion of the Digital Tourist VAT Refund System reflects the UAE’s wider commitment to leveraging technology to streamline government services, improve customer satisfaction and strengthen its position as a leading global tourism and retail destination.

Oil prices trended lower on Thursday on the progress in Iran-Oman talks, with investors cautiously waiting for signs of a US-Iran peace deal and progress on reopening the Strait of Hormuz.

Brent crude futures fell 33 cents, or 0.42 per cent, to $79.12 a barrel. US West Texas Intermediate futures declined 42 cents, or 0.56 per cent, to $74.80 a barrel. Brent settled up slightly on Wednesday, while WTI edged lower.

Iran and Oman have reached an understanding on the geographic coordinates for a shipping route through the Strait of Hormuz, and a joint announcement is being finalised, provided certain third parties did not interfere, Iran’s Foreign Ministry spokesperson Esmaeil Baghaei said on Wednesday.

“Some selling pressure emerged following reports that talks between Iran and Oman are making progress,” said Yuki Takashima, economist at Nomura Securities.

Prices have returned to the levels seen when the United States and Iran signed an interim peace agreement on June 17, with investors closely watching whether the two sides can reach a final deal, he added.

A proposed deal between Iran and Oman to help end the US-Iran conflict would give Tehran control over ships entering the Gulf through the Strait of Hormuz, a senior Iranian source and two regional officials told Reuters on Wednesday, one of the biggest concessions yet to Iran.

There was no immediate US comment on the proposal. While President Donald Trump has said a deal reopening the strait is imminent, US officials have repeatedly insisted they would never agree to Iran controlling access to one of the world’s most important trade route for energy supplies.

Iran has warned Gulf states that any new US attack on its territory would trigger retaliation against critical energy infrastructure across the region, according to five sources, as Tehran seeks to raise the cost of military action by threatening Washington’s closest regional allies.

“The real hinge point now becomes the trajectory of US–Iran discussions, because meaningful progress there is essential before disrupted energy flows can realistically resume,” ING analysts said in a note on Thursday.

Gulf countries’ crude oil and condensate exports were largely steady in July and remained about 40 per cent below pre-war levels, shipping data showed.

Meanwhile, Yemen’s Iran-aligned Houthis said on Wednesday they had launched a missile attack on a Saudi oil tanker off the coast of the kingdom’s Red Sea port city of Yanbu and another missile attack on a Saudi oil tanker in the Gulf of Aden. There was no confirmation from Saudi Arabia on either incident.

Takashima said concerns that Houthi attacks could hit Red Sea shipping were limiting optimism about the outlook for an end to shipping disruptions in the Middle East.

Separately, US crude stocks rose as refineries eased processing slightly and imports edged higher, data from the Energy Information Administration showed on Wednesday.

Air India has appointed former Ethiopian Airlines Group chief executive Tewolde Gebremariam as its new chief executive officer and managing director, succeeding Campbell Wilson, as the Tata Group-owned carrier enters the next phase of its turnaround and global expansion strategy.

The appointment follows a global search overseen by a dedicated committee of Air India’s Board, which evaluated both internal and external candidates before unanimously selecting Gebremariam to lead the airline.

The board said it was seeking a leader with experience in large-scale airline transformations, operational excellence, safety, customer service and profitable growth.

Gebremariam led Ethiopian Airlines Group for more than a decade, overseeing a multi-billion-dollar expansion that transformed the carrier into Africa’s largest and most profitable airline group. During his tenure, the airline increased revenue more than fourfold and nearly tripled its fleet size while expanding its global network, maintenance, repair and overhaul (MRO) capabilities and aviation training infrastructure.

His appointment comes as Air India shifts from the initial stabilisation phase of its transformation to a period focused on execution, international expansion and long-term profitability.

N. Chandrasekaran, chairman of Tata Sons and Air India, said: “On behalf of the Board, I am delighted to welcome Tewolde to Air India. Having completed the initial phase of stabilization, integration, and fleet commitments under Campbell’s guidance, Air India is now entering a critical execution and expansion era.

“Tewolde’s track record in building one of the world’s most efficient and profitable airline groups makes him uniquely suited to lead Air India. His operational expertise, commitment to safety, and vision for hub development will be instrumental as we establish Air India as a premier global carrier and a source of national pride.”

Gebremariam said: “It is a profound honour to be entrusted with leading Air India at such a historic moment in its journey. Air India carries an incredible legacy, and the opportunity to build a world-class global airline that reflects India’s extraordinary economic potential is uniquely exciting.

“I look forward to working closely with chairman Chandrasekaran, the Board, our employees, and all government and industry partners to deliver exceptional operational reliability, warm Indian hospitality, and sustained long-term growth.”

Air India said the new leadership will continue to focus on expanding international connectivity, strengthening hub operations, maintaining high safety standards and improving operational reliability while investing in workforce development and customer service.

The airline also thanked outgoing CEO Campbell Wilson for overseeing the initial phase of its revival following Tata Group’s acquisition. During his tenure, Air India completed major merger and integration programmes, launched a large-scale fleet modernisation plan and established new corporate governance frameworks.

The company said further details on Gebremariam’s onboarding and transition timeline will be announced in due course.

Ask most people what ADNOC Distribution does and the answer is fuel. Ask Athmane Benzerroug, ADNOC Distribution’s chief strategy, transformation and sustainability officer, and you get a different word: platform.

With the launch of Engage by ADNOC, a retail media network that turns the group’s daily customer traffic into an advertising business, the UAE’s largest mobility and convenience retailer is making its clearest statement yet that the forecourt has become the front door to something much larger.

Engage by ADNOC, unveiled on July 29, is billed as the first full-funnel retail media network operated in the UAE by a mobility and convenience retailer. It lets brands advertise to ADNOC Distribution’s customers across the company’s own physical and digital channels: the ADNOC Rewards app, online platforms, screens at service stations and inside Oasis by ADNOC stores.

Crucially, it also lets them measure the results.

For Benzerroug, the timing is deliberate. “It is the right time, and let me give you the big picture,” he says. “Retail media is growing at double digits globally. This is called the third wave of digital advertising. Now is the right time because the platform is ready.” The reach, he argues, is what makes it work: nearly 700,000 customers served every day, more than 250 million transactions a year, and over 2.7 million ADNOC Rewards members. “We have the relationships with the customers and the brands, and we have the digital and loyalty infrastructure to make retail media relevant and measurable at scale.”

He frames Engage as the logical next stage of a longer journey. “Engage by ADNOC is the natural next step in our evolution: the vision is to move from a fuel retailer into a customer-centric mobility and convenience platform. It connects the brands with the customers across our stations, the Oasis convenience stores, the digital channels and the ADNOC Rewards touchpoints.”

For investors, he says, the message is simple: “This is an asset-light growth opportunity that monetises the infrastructure and the customer traffic we already have.”

Value from what it already owns

The commercial logic, in Benzerroug’s telling, rests on assets the company does not have to build. “Financially, this creates a new revenue stream from assets already embedded in our business,” he says. “It is about creating value from the customer journeys, the station traffic, the digital channels and the loyalty engagement that we already own. The model is attractive because it is asset-light, scalable and aligned with our non-fuel retail growth strategy.”

That non-fuel business is now the company’s fastest-growing engine, and Benzerroug is quick to explain how it fits together. “When you come to the station, the first touchpoint is either the fuel or the charging. The second touchpoint is the non-fuel retail: the convenience stores, the car wash, the lube change and the quick-service restaurants.” The numbers behind it are striking: non-fuel retail gross profit grew more than 14 per cent year-on-year in 2025, with a further 10 per cent in the first quarter of 2026, comfortably outpacing fuel volumes. “Non-fuel retail has been growing at double digits, much faster than fuel volumes,” he says, “and Engage by ADNOC adds a structured media layer to that growth engine.”

Engage itself is expected to generate more than $25m in cumulative gross profit over its first five years.

With roughly two-thirds of all fuel transactions in the UAE taking place across its network, ADNOC Distribution can offer brands one of the country’s highest-frequency audiences, a reach Benzerroug returns to repeatedly. The platform brings together a growing ecosystem of partners spanning media, data, AI and measurement: Publicis Groupe, Pyxis, a subsidiary of International Holding Company, LiveRamp and Network International. “The platform combines media, data, AI and measurement capabilities to help brands engage customers in a more relevant and measurable way,” Benzerroug says. “That is what they care about: making sure they can address the right customers at the right time.”

Two customers, one network

He is careful to distinguish the two audiences Engage serves. “Let me start with the customers,” he says. “We are bringing a more personalised shopping experience and new product discovery backed by data insights, analytics and AI, and this is why the 250 million transactions matter. We are leveraging the ADNOC Rewards programme.” He offers a yardstick for that scale: “If you do a simple search online, you will see the total number of cars in the country is roughly five million, so the ADNOC Distribution loyalty app is central to this.” All of that audience insight, the company notes, is used in line with applicable privacy requirements and customer consent.

For brands, the draw is access. “It is an opportunity to leverage the important touchpoints in our daily customer journey,” he says. “They will now be able to reach ADNOC Distribution customers across our network and online. They will have access to high-frequency audiences at scale, because we are the largest player in the UAE, serving more than 700,000 customers every day.”

Pressed on whether this is, in essence, monetising the network, Benzerroug does not hesitate. “The discussion I have with our CEO and my fellow chiefs is always: what is the most important asset we have? It is our network. We have the scale, and we can leverage the important touchpoints in the daily customer journey.” The result, he says, is meant to work for everyone. “It is about connecting the brands and the customers through this loyalty programme, data insights, analytics and AI, so that for both of them it is a win-win. And at the end of the day, we are monetising our network.”

The greener forecourt

Retail media is only one strand of Benzerroug’s remit; sustainability is another, and he insists it is core rather than cosmetic. “Sustainability is core to the business, not a fancy word,” he says. “Over the past three or four years, ADNOC Distribution has delivered tangible initiatives to decarbonise.” The headline target is a 25 per cent reduction in emission intensity by 2030; notable, he stresses, “for a network that is growing.”

The initiatives behind the number are deliberately practical. “We bring fuel from the depots to the stations,” he says, describing a UAE network of more than 560 stations, over 60 per cent of it company-owned, “so those trucks consume fuel. We have shifted 1 per cent of the owned trucks to biofuel.” At the stations, the focus turns to electricity. “In the convenience store there is air conditioning, refrigeration, coffee machines: we are changing the AC for the optimum units and converting lighting to LED.”

His summary of the approach is characteristically blunt: “I like to say common sense is not common. It is simple, but you have to check that every element is compliant with what we want to achieve.” Then he points upward. “You look up at the roof: we are installing solar panels at more than 100 stations, generating green energy.”

Electric vehicles complete the picture, through the company’s E2GO charging brand. “Through EV charging we allow customers to run kilometres with a lower emission footprint.” The cumulative effect, he says, has been a marked climb up the ESG rankings. “ADNOC Distribution is a listed company closely followed by investors and ESG rating agencies. While we were once unranked, we are now among the world’s top three mobility and convenience companies for sustainability,” he adds.

Building the destination

The wider transformation, Benzerroug says, is about making customers choose ADNOC Distribution “again and again”, turning a fuel stop into a destination. “Transformation is about making this physical network deliver the best assets for them: the best convenience stores, with fresh food and well-priced coffee; upgraded car washes with the latest tunnel technology; better bundled offerings across car wash and lube change; and the right quick-service restaurants.”

Digitalisation and payments, he adds, run through all of it.

The clearest expression is The Hub by ADNOC. “The hub is a community hub attached to the stations,” he says, “to make sure people choose ADNOC Distribution, and they have better options.” These larger community sites add non-fuel retail, playground areas, coffee, padel courts and supermarkets, all in Abu Dhabi.

Going global

The final piece is international, pursued “in a disciplined manner,” Benzerroug says. “We are already in Saudi Arabia and Egypt, both delivering good growth, and we are focused on improving the customer experience there.” Then comes the boldest step. “One month back, on July 7, we announced the acquisition of Shell Downstream South Africa. It is 580 stations.”

That deal, signed for an implied enterprise value of about $1bn, is ADNOC Distribution’s largest overseas acquisition to date. It operates 580 fuel stations, along with wholesale fuel, aviation, and lubricants operations. It would expand the group’s global network by around 55 per cent to roughly 1,600 sites while lifting annual fuel volumes by about a fifth.

South Africa becomes the company’s fourth market, and Benzerroug is clear about the appeal. “It is a country with a protective regulatory framework, long-term fuel growth driven by a young driving-age population, and government investment in infrastructure over the next three years.”

The transaction is expected to close in 2027, subject to regulatory approvals.

Now in its 52nd year, ADNOC Distribution has been fuelling journeys since 1973; today it operates 1,032 stations across the UAE, Saudi Arabia and Egypt, 386 Oasis convenience stores and 400 E2GO charging points, and sells lubricants in 53 countries. For Benzerroug, though, the agenda reduces to something simpler. “The focus is to continue to grow, give a better customer experience every day, and create value for shareholders.” Fuel remains the foundation. The growth, increasingly, is everywhere else.

Dubai has secured the second spot globally in the inaugural Intelligent Cities Index published by the Boston Consulting Group (BCG), further cementing its reputation as one of the world’s leading hubs for artificial intelligence and digital transformation.

The ranking, which assessed 61 cities across 39 countries, underscores Dubai’s continued investment in advanced technologies to improve quality of life, enhance government services, and strengthen the business environment. The achievement reflects the emirate’s long-term strategy of building a human-centric, future-ready digital ecosystem, according to a WAM report.

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Published for the first time by Boston Consulting Group, the Intelligent Cities Index evaluates how effectively cities deploy digital technologies and AI to deliver measurable outcomes for residents and businesses. The assessment covers five key pillars—Outcomes, Strategy, Adoption, Ways of Working, and Enablers—and is based on 35 indicators spanning 14 dimensions of digital transformation.

Dubai leads the world in AI Adoption

While Dubai ranked second overall in the index, it claimed the top global position in the adoption of AI technologies and smart city solutions, emerging as the strongest performer across the report’s five evaluation categories.

According to the report, Dubai’s extensive implementation of AI applications and digital services across multiple sectors has enabled it to achieve one of the highest levels of digital maturity among the cities assessed. The report noted that the emirate has successfully translated advanced technologies into practical solutions that generate measurable value for residents, businesses, and government entities.

The findings reinforce Dubai’s position as a global leader in deploying technology to accelerate sustainable development while enhancing competitiveness on the international stage.

Digital strategy drives growth

Commenting on the achievement, Hamad Obaid Al Mansoori, director general of Digital Dubai, said, “This outstanding global ranking reflects the success of our wise leadership’s vision, which has established digital transformation and AI as strategic priorities for building a more efficient government and a future-ready city. Dubai’s achievement is the result of an integrated digital ecosystem built on data, shared digital infrastructure, and close collaboration across government entities and all economy sectors. This ecosystem enables advanced technologies to be transformed into practical services and solutions that create tangible value for society while fostering the competitiveness of our economy.”

He added, “In Dubai, AI is more than an emerging technology, it is a catalyst for improving quality of life, simplifying services, and enabling economic growth. We will continue investing in shared digital infrastructure while expanding the use of data and AI across all sectors, reinforcing Dubai’s position as a global model for the cities of the future.”

Innovation ecosystem strengthens competitiveness

Khalfan Juma Belhoul, Chief Executive Officer of the Dubai Future Foundation, said the latest ranking reflects the city’s long-term commitment to embedding emerging technologies across the economy.

“This ranking reflects the success of Dubai’s forward-looking approach, which focuses on transforming emerging technologies into practical applications that benefit both people and the economy. Leadership in AI is not measured by the number of technologies adopted, but by their ability to deliver meaningful impact, improve productivity, and unlock new opportunities for growth and innovation,” he said.

Belhoul added, “Dubai continues to set a global benchmark for future readiness by advancing an integrated ecosystem that combines innovation, research and development, agile regulation, and strategic partnerships. This ecosystem is accelerating the adoption of AI across all sectors while strengthening the city’s ability to seize future opportunities and pioneer new models for sustainable development.”

AI delivering real-world results

The BCG report concluded that cities placing AI at the centre of public services and operational models are seeing faster and more sustainable improvements in service delivery and quality of life.

It also found that leading AI cities tend to maintain a broader portfolio of real-world AI applications while consistently recording higher levels of resident satisfaction. The report highlights a growing global shift from treating AI as a supporting technology to embedding it at the core of city operations.

In addition, the report identified a strong correlation between the frequent use of generative AI tools and higher levels of public trust in the technology, alongside more positive expectations about its future role. Cities across the Middle East, including Dubai, were also recognised for demonstrating particularly strong enthusiasm toward adopting and scaling AI technologies.

Dubai’s latest global recognition reinforces its ambition to remain at the forefront of digital innovation, with continued investments in AI, smart infrastructure, and collaborative ecosystems expected to support future economic growth and strengthen its position as a leading global destination for business, technology, and innovation.