When ADNOC Distribution and Americana Restaurants announced their strategic partnership on May 19, the numbers told one story: up to 200 quick service restaurants drawn from Americana’s portfolio of 12 globally recognised brands, among them KFC, Pizza Hut, Hardee’s, Krispy Kreme, Costa Coffee and Baskin-Robbins, rolling out across ADNOC Distribution’s network in three countries.

But the strategic story is bigger than a brand line-up. The deal lands as ADNOC Distribution is actively rewiring what a service station is for. Non-fuel retail was a standout driver of a strong opening quarter; the company posted record Q1 EBITDA of $307m and net profit of $210m, up 20.7 per cent year-on-year, and the Americana partnership is designed to accelerate that momentum, feeding directly into The Hub by ADNOC, the destination-led concept set to reach 30 locations in the UAE by 2030.

Both sides frame the move as a chance to turn fuel and mobility stops into genuine destinations. ADNOC Distribution’s CEO, engineer Bader Saeed Al Lamki, casts it as another step in the company’s push to grow non-fuel retail, stating that pairing its network and customer reach with Americana’s globally recognised brands creates more accessible, integrated experiences for millions of customers across the three markets, while building a diversified, future-ready retail business that delivers long-term value for shareholders and communities alike. Mohamed Alabbar, chairman of Americana Restaurants, said the tie-up lets the group take its iconic brands and operational know-how to every high-traffic touchpoint, transforming what were once simple refuelling stops into lively spaces for trusted food and hospitality on the go — and, in his view, setting a new regional benchmark for integrated dining and mobility.

We sat down with Klaas Mantel, chief operating officer of ADNOC Distribution, to talk through what the partnership brings together, how it will roll out, and why the rise of EV charging makes a great cup of coffee more valuable than ever.

What does the partnership with Americana actually bring together, and why is it the right fit?

There are really three ingredients. The first is the scale we have in terms of network footprint, we’re rolling this out across up to 200 locations in three countries: Egypt, Saudi Arabia and of course the UAE.

The second is our customer base. And the third is the operating expertise that Americana brings. When you combine those three, you have what we genuinely hope will be a very successful partnership.

It’s being rolled out across Saudi Arabia, Egypt and the UAE. In this phased rollout, what should we expect over the coming months?

It’s location by location. We look at each site and ask what the needs of the customers there actually are, and what offer fits best. That’s where we combine the customer insights we have, from our loyalty programme and more broadly, with the network planning expertise Americana brings. Then we decide what works best: is it chicken, is it pizza, or is it Lebanese food? So we’re getting it right station by station, trade area by trade area.

When will we see the first food and beverage concepts open under the agreement?

We’ll open the first ones in the next few months under this new agreement. After that, there are up to 200 outlets in the planning. It takes time, of course, it’s a phased rollout, country by country, but we’re about to start.

This sits inside a broader pivot in food and beverage retail. What’s the strategic shift you’re making?

These are big customer numbers, and customers have different needs when they’re on the move. The car needs fuel, yes, but the customer also wants to buy some food, grab a coffee or go to the washroom. Petrol stations used to be a petrol station with a shop and a car wash. What ADNOC Distribution is doing is flipping that around. We’re moving to multiple destination offers, plus energy. The energy can be fuel or EV. The destination offers can be a quick service restaurant, a supermarket, our own ADNOC Oasis café, and car care services. So we’re changing the concept from “fuel plus something” to “many things, plus energy”. That’s the strategic shift, and the Americana partnership is a big part of it.

How does the partnership feed into The Hub by ADNOC?

The Hub is probably the most visual manifestation of our new strategy. It’s 30 hubs by 2030, generating $30m in incremental EBITDA. These are true destination offers — there are five or 10, or even more things you can do there, and of course, you can get energy for the car as well.

We now have a new portfolio of 12 brands that cover different parts of the market, and it’s our role to place those brands like Lego pieces, putting each one where we believe it serves the needs of the community best.

You’ve made a strong point about the synergy with EV. Why does electrification make this partnership more valuable?

A key part of our future-back strategy is EV. We’re building big hubs on the highways so people can safely leave home in an EV knowing where they can charge. Now, most people are in a hurry; they’re on the way home, so today, about a quarter of customers buy something when they fill up with fuel. With EV, that more than doubles. Almost half of the people buy something, because an EV stop is 20 to 30 minutes. You plug in, and there’s nothing else to do; you’re just waiting while the car charges. That’s exactly where the synergy with Americana comes in. When people plan where to charge, they increasingly look at what else they can do with that time and what other missions they can complete. The Americana portfolio is uniquely complementary to that, and to our leading role in e-mobility in the country.

Loyalty is clearly part of the equation. How does it support an offer like this?

There are two parts to it. One is rewarding customers for the frequency of their visits. Every time you come, you collect points, and we reward you with redemption options. The second, increasingly, is personalisation. Based on your purchase history, we look at what we think you might be interested in, and we give you a special offer to try something new or to reward your custom. It’s what we call hyper-personalisation — really treating the customer as an individual and meeting their needs in the best way. That insight is exactly what helps us decide which offer fits which location.

Non-fuel retail was a major contributor to a strong Q1. How does the partnership build on that?

It’s been a strong quarter, and we’re very proud of it, the gross profit numbers, the non-fuel retail numbers, and above all, the safety and serving the nation during a time of disruption. Our business has strong momentum across all aspects, not just retail but also B2B, LPG and lubricants, and the country’s momentum is carrying us with it. But non-fuel retail is a big area of focus, and partnerships like this one with Americana, alongside The Hub, are how we keep driving it. It sets us up well for the rest of the year.

Finally, what gives ADNOC Distribution its edge as you take this forward?

Firstly, customer centricity, we genuinely look at how the market is evolving and build around it. Secondly, the future-back strategy I mentioned: we position ourselves for where mobility is heading, not just where it is today. And underpinning all of it is teamwork. I’m a team player; I believe we do this together, the operations team, the network planning team, the engineers, the marketers, all of us together for the customer. That’s how we’re leading this business, and it’s how we’ll make this partnership work.

Abu Dhabi-based Core42 said on Thursday it had secured $550m in structured trade finance facilities from HSBC to expand its artificial intelligence cloud and compute infrastructure across the US and Europe.

Core42, which is part of Abu Dhabi technology group G42, said the financing was split into two facilities, each worth $240m and $310m, finalised in February and May 2026, respectively.

The company said the facilities would support the rollout of large-scale AI cloud infrastructure and accelerate deployments tied to long-term contracted demand from enterprise, government and hyperscale customers.

Core42 said the financing structures were non-equity dilutive, allowing the company to raise capital without issuing new shares, as it scales its international operations.

The announcement comes as AI infrastructure providers globally race to secure financing for data centres, cloud platforms and high-performance computing capacity amid surging demand for generative AI services.

Key development for Core42 and for the broader AI infrastructure sector

Core42, headquartered in Abu Dhabi, has been expanding its footprint in Europe and the US as governments and corporations seek sovereign and locally governed AI infrastructure.

The company said its European operations are anchored by a regional headquarters in Dublin, with deployments underway in Italy and France.

“The trade finance facilities represent a defining moment for Core42 and for the broader AI infrastructure sector,” said Neha Gupta, chief financial officer at Core42.

“The provision of the trade facilities by HSBC will strengthen our ability to deploy capacity at speed across the US and Europe while maintaining financial discipline and a long-term growth framework,” Gupta said.

Roopal Jobanputra, general counsel at Core42, said the financing had been structured to support “long-term deployment at scale” while maintaining governance and regulatory clarity across multiple jurisdictions.

Shaikha AlMarri, head of banking UAE at HSBC, said the facilities were designed to support both current deployments and future funding requirements for the company’s AI infrastructure expansion.

Read: Core42’s Mohammed Retmi on how sovereign cloud, AI are reshaping UAE’s digital economy

Parents in Dubai will not face tuition fee increases for the upcoming 2026-27 academic year after the emirate’s education regulator confirmed a freeze on private school fee hikes, easing pressure on households already managing rising living costs.

The decision by the Knowledge and Human Development Authority (KHDA) follows directives issued under Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister, Minister of Defence, as part of a broader economic support package aimed at families and key sectors across the emirate.

The move marks a change from the previous academic year, when eligible for-profit private schools in Dubai were allowed to apply for fee increases of up to 2.35 per cent under the Education Cost Index, a benchmark linked to operational costs such as salaries, rent and support services.

Dubai’s latest support measures are tied to a wider Dh1.5bn economic incentives package announced by the government, bringing the total value of recent support initiatives to Dh2.5bn.

The package includes 33 initiatives scheduled to roll out over periods ranging from three to 12 months, with education among the sectors receiving targeted support.

Under the measures, KHDA-regulated private schools will receive operational relief, including deferred or instalment-based licence renewal fees and deferred fines, while early childhood centres will benefit from exemptions on licence renewal fees, fines and Dubai Municipality market fees.

Families across the UAE will have a sweet reason to step out this weekend as Mövenpick Hotels & Resorts rolls out a one-day initiative offering complimentary ice cream and sorbet to children across 10 of its hotels in the country.

Taking place on May 23 from 10am to 12pm, the activation, titled ‘Mövenpick Moments’, is designed as a simple gesture centred on togetherness, inviting children and families to enjoy one of the brand’s most recognisable signatures, its Swiss-style ice cream.

From beachfront resorts to city hotels, participating properties across Dubai and Ras Al Khaimah will serve complimentary scoops in open, family-friendly spaces intended to encourage interaction and shared experiences.

A sorbet option will also be available to ensure inclusivity for children with different dietary preferences.

Kerry Healy, chief commercial officer for premium, midscale and economy brands at Accor across the Middle East, Africa, Turkey and Asia Pacific, said the campaign was built around the idea that meaningful moments do not always need elaborate planning.

“Some of the most meaningful moments are also the simplest. They do not need to be planned or complex to stay with you, and that was very much the spirit behind this campaign,” she said.

“With Mövenpick Moments, we are creating something shared across our hotels and across the country that reflects who we are. It is generous, welcoming, and designed to bring people together through a shared moment of joy.”

The initiative also ties back to the hospitality brand’s culinary roots. Founded in 1948 by Swiss restaurateur Ueli Prager, Mövenpick began as a restaurant concept before expanding into an international hotel brand. Its ice cream, introduced in 1968, has since become one of the company’s most recognisable offerings.

Participating hotels include properties in Jumeirah Beach, Bur Dubai, Jumeirah Lakes Towers, Downtown Dubai, Media City, Al Bustan, Jumeirah Village Triangle, Dubai Creekside and Mövenpick Resort Al Marjan Island.

Beyond the one-day activation, the group said its UAE hotels continue to focus on family-oriented experiences ranging from weekend brunches to relaxed dining concepts and staycation offerings.

Read: Dubai Retail launches city-wide gift card covering 40 malls and 5,000 stores

As Dubai’s off-plan property market continues to evolve, developers are increasingly competing on more than just location.

Infrastructure, community planning and long-term investment are becoming central to buyer demand.

In an interview with Gulf Business, Mohamed Al Bahar, Director of Business Development at Wasl Group, discusses the launch of Cedarwood Estates South at Jumeirah Golf Estates – The Next Chapter, why the development is positioned for long-term growth, and how future transport links, international schools, resort-style living, hospitality and lifestyle infrastructure are shaping the next phase of development.

Here are insights from a recent interview with Mohammed Al Bahar.

Cedarwood Estates district sold out quickly. What drove such strong demand for the project?

Prior to launching Cedarwood Estates – South, we launched two other projects: Ashwood Estates, which included 185 villas and sold out in less than 48 hours, followed by Cedarwood Estates, which also sold out in under 48 hours.

We had strong demand from customers who missed out on those launches. Buyers believed in the product, the layouts and the overall vision for Jumeirah Golf Estates – The Next Chapter.

Connectivity has also played a major role. The development benefits from access to key road networks and future public transport infrastructure, including the Etihad Rail Station within the masterplan, the Jumeirah Golf Estates Metro Station and the announced Gold Line expansion. All of this has increased demand for the area, further strengthening accessibility and driving sustained demand.

Dubai’s off-plan market remains highly active despite rising supply. What gives Wasl confidence that Cedarwood Estates South will perform strongly?

We believe our products are well received and that customers trust the Wasl brand. We align closely with the Dubai 2040 Urban Master Plan, we deliver projects on time, and we maintain high quality standards.

We also have a strong track record across both the freehold and leasehold markets. In the freehold space specifically, buyers respect the brand, and that gives us confidence to continue launching projects within Jumeirah Golf Estates – The Next Chapter.

What is the investor case for a development like this?

Investors are looking for a reputable developer that can deliver on its promises and that is something we focus on strongly.

They are also looking for capital appreciation. Historically, the projects we have launched have performed well, while Dubai itself continues to strengthen its position as a global real estate destination.

In terms of rental yield and market maturity, Jumeirah Golf Estates already provides a strong benchmark for investors. We are not starting from scratch, we are building on the success of the existing development and moving into Jumeirah Golf Estates – The Next Chapter.

From our perspective, this next district represents another level in terms of customer expectations, amenities and overall delivery.

How do communities such as Wasl Gate, Wasl 1 and Jumeirah Golf Estates connect under a broader strategic vision?

All of our developments are aligned with the Dubai 2040 Urban Master Plan.

We ensure that every project and masterplan addresses the key priorities within that framework, including public transport, greenery, sustainability, amenities and social infrastructure.

Everything we develop is designed around those pillars while also contributing to Dubai’s long-term urban growth strategy.

What differentiates the larger villas within the development?

The six-bedroom villas are among the largest units within the district in terms of both layout and plot size.

The design language is very clean and contemporary, while the internal layouts are significantly larger than broader market standards. The homes include a diverse room mix, including offices, multi-purpose spaces and ensuite bedrooms throughout.

Plot sizes range from approximately 10,500 square feet up to 15,000 square feet, which is another major differentiator in the market.

Even the townhouses appear to have larger footprints than many competing developments. Is that intentional?

Absolutely. Within Pinewood Estates at Jumeirah Golf Estates – The Next Chapter, our smallest three-bedroom Estate homes are around 3,400 square feet, which is considerably larger than many of the townhouses launched in the market during the same period.

Looking ahead 5 to 10 years, how do you see Jumeirah Golf Estates evolving?

I see Jumeirah Golf Estates becoming a major hub for resort-style living.

The development includes one of the city’s largest central parks at 1.4 million square feet, in addition to golf course greenery throughout the masterplan. There will be a tennis stadium, equestrian village and a range of lifestyle offerings, such as concierge service and guest valet parking.

We are also introducing elements that were missing from Jumeirah Golf Estates One, including an international school as well as a major hospital within the masterplan.

On the hospitality side, Mandarin Oriental will introduce a five-star living hospitality and wellness offering overlooking the golf course and country club.

We are also developing a town centre with indoor and outdoor retail areas, alongside a transit-oriented development project in partnership with Dubai’s Roads and Transport Authority. This will help connect Etihad Rail with the metro station as part of an integrated commuter journey.

Overall, we believe this masterplan has all the elements required to become one of Dubai’s most connected and successful communities.

When can buyers expect Cedarwood Estates South to be delivered?

The project is currently in the off-plan sales stage and is expected to be handed over in the first quarter of 2029.

We believe the earliest investors in the project will benefit the most from the long-term growth of the development.