du, the UAE’s leading telecom and digital services provider, has launched a next-generation industrial AI platform under its du Tech portfolio, marking a significant step in advancing sovereign AI capabilities for the country’s industrial sector.

Designed specifically for industrial enterprises operating in the UAE, the platform combines multi-cloud capabilities with du Tech’s National Hypercloud infrastructure to provide a secure and scalable environment for AI adoption. The initiative aligns with the UAE’s broader digital sovereignty agenda and growing focus on AI-led industrial transformation.

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The platform introduces a suite of pre-built industrial AI models aimed at improving factory operations and production performance.

Key applications include manufacturing efficiency, asset management, quality control, and energy optimization, enabling companies to streamline processes and improve operational visibility.

Focus on transparency and data control

A central feature of the platform is its no-code AI modelling capability, allowing organisations to build and deploy AI models using their own proprietary datasets without requiring extensive technical expertise.

According to du, the approach gives enterprises greater control over data governance, deployment transparency, and explainable AI capabilities. The company said the platform is designed to move beyond traditional “black box” AI systems by delivering more transparent and SOP-ready outcomes for industrial operators.

du Tech is also collaborating with Bosch Software Digital Solutions (Bosch SDS) to strengthen go-to-market strategies and accelerate ecosystem development across the UAE’s industrial landscape.

Jasim Alawadi, Chief ICT Officer at du, said the collaboration combines sovereign infrastructure with global industrial expertise to help organizations unlock greater value from operational data.

“By combining du Tech’s sovereign cloud and digital infrastructure with Bosch SDS’s global industrial expertise, we are enabling organisations to unlock the full value of their data and transform complex operations into actionable intelligence, while maintaining the highest standards of security, transparency, and control,” Alawadi said.

“This collaboration reflects du’s commitment to supporting the UAE’s vision for industrial growth and digital sovereignty,” he added.

Live demonstration at MIITE 2026

The announcement was made during the fifth edition of ‘Make it in the Emirates’ (MIITE) 2026, held from 4-7 May, where du Tech participated as the strategic sponsor of the forum’s ‘Intelligence Hub’.

During the event, du Tech showcased the platform through a live industrial control environment demonstration, allowing visitors to experience real-time AI applications in operational settings.

The demonstration simulated scenarios including equipment anomalies and production inefficiencies while presenting AI-driven recommendations designed to improve performance and operational outcomes.

The launch further reinforces du’s growing role in AI-driven digital transformation across the UAE. The company said the initiative supports the country’s ambitions for economic diversification, sustainable industrial growth, and the development of secure sovereign AI infrastructure for the future.

Dubai’s Roads and Transport Authority (RTA) is accelerating the expansion of its digital ecosystem and artificial intelligence capabilities as part of broader efforts to reinforce Dubai’s position as one of the world’s leading smart cities.

Mattar Al Tayer, director-general and chairman of the Board of Executive Directors of the RTA, said the authority continues to invest heavily in advanced technologies to improve operational efficiency, strengthen service reliability and support Dubai’s long-term digital transformation ambitions.

According to a WAM report, the latest efforts are aimed at enhancing smart mobility services while ensuring the readiness and resilience of the authority’s technical systems and infrastructure.

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Al Tayer said investment in modern digital infrastructure remains central to improving service sustainability, enhancing quality of life and delivering a seamless customer experience across Dubai’s transport ecosystem.

Focus on advanced digital infrastructure

The remarks were made during Al Tayer’s visit to the Technology Operation Control Centre (TOCC), an integrated hub responsible for managing and monitoring RTA’s technical services and digital systems around the clock.

The centre plays a critical role in ensuring uninterrupted business operations through a unified framework that combines continuous monitoring, technical support and digital infrastructure management in line with international standards for quality, availability and operational readiness.

“Digital transformation has become an integrated ecosystem driven by intelligent data analysis, proactive anticipation of operational challenges, and improved response and decision-making efficiency,” Al Tayer said.

He added, “This ensures business continuity and strengthens operational resilience across RTA’s sectors and services. RTA continues to develop advanced technology infrastructure that supports Dubai’s direction towards building a smart, sustainable city that uses modern technologies and artificial intelligence to manage services and infrastructure.”

During the visit, Al Tayer reviewed the centre’s operational mechanisms, including systems used to monitor digital infrastructure, applications and databases. Officials also showcased smart solutions designed to enhance operational efficiency, cybersecurity and system readiness while maintaining uninterrupted 24/7 services.

Smart monitoring and technical support

The TOCC includes several specialised operational units aimed at supporting RTA’s growing digital requirements.

Among them is the IT Support Centre, which provides continuous technical support to maintain service continuity, as well as the Operations Monitoring Centre, which proactively tracks system performance and identifies operational issues before they escalate.

Specialised technical teams are also tasked with managing system operations and ensuring the smooth integration of technology infrastructure across RTA services.

The authority said the centre operates through an integrated model that enables secure and reliable management of applications, databases and infrastructure while ensuring complete operational integration.

The model is designed to strengthen the sustainability of digital services, improve responsiveness to operational demands and expand the use of artificial intelligence and smart technologies across technical operations.

Tier III classification achieved

RTA said the facility is backed by advanced technological infrastructure capable of operating and monitoring more than 200 server-hosting units across data centres.

The centre also processes over 500 technical support requests daily through a continuous operations and monitoring framework designed to improve system reliability and support uninterrupted business continuity.

As part of broader modernisation efforts, the centre recently underwent comprehensive upgrades aimed at enhancing the efficiency of its facilities and operational environment in line with international best practices for data centre management.

These upgrades ultimately helped the facility secure the internationally recognised Tier III classification, a major benchmark used to assess data centre readiness, reliability and service continuity.

The achievement underscores RTA’s ongoing focus on strengthening Dubai’s digital infrastructure as the emirate continues to expand the use of smart technologies and AI-driven systems across public services and urban mobility networks.

Air India has firmly denied what it described as “malicious and fabricated” claims circulating on social media platforms alleging that the airline has cancelled all international flights, calling the reports completely false and baseless.

In a statement posted on the official Air India Newsroom account on X, the airline urged passengers to rely only on verified communication channels for updates related to its operations and schedules.

The clarification comes as the Tata Group-owned carrier separately announced a temporary rationalisation of select international services between June and August 2026, citing continued airspace restrictions in some regions and record-high jet fuel prices affecting long-haul international operations.

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According to the airline, the temporary adjustments are aimed at improving operational stability and minimising last-minute disruptions for passengers during an increasingly challenging global aviation environment.

Air India to continue extensive international operations

Despite the temporary cuts, Air India stressed that its international network remains extensive and operational across five continents.

The airline said it will continue operating more than 1,200 international flights every month, including 33 weekly flights to North America, 47 weekly flights to Europe, 57 weekly services to the United Kingdom, eight weekly flights to Australia, 158 weekly services across the Far East, Southeast Asia and SAARC regions, and seven weekly flights to Mauritius.

“Air India continues to work closely with regulators, airport authorities and industry partners to restore full capacity as soon as conditions permit,” the airline said in its official statement. It added that additional adjustments could be introduced if the extraordinary operating environment persists.

The carrier also said affected passengers would receive proactive support, including alternative flight arrangements, complimentary date changes or full refunds where applicable. Customer support services will continue through Air India’s 24×7 contact centre and digital platforms.

North America and Europe routes face major adjustments

Among the most significant changes announced are reductions and temporary suspensions across key North American and European routes.

The Delhi-Chicago service will be temporarily suspended, while flights between Delhi and San Francisco will be reduced from 10 weekly services to seven through August. Delhi-Toronto flights will be cut from 10 weekly services to five through July before returning to daily operations in August.

Air India will also reduce Delhi-Vancouver flights from seven weekly services to five. At the same time, Mumbai-Newark flights will increase from three weekly services to seven per week. However, Delhi-Newark and Mumbai-New York (JFK) services will be temporarily suspended, while Delhi-New York (JFK) will continue operating daily.

In Europe, the airline will halve its Delhi-Paris frequency from 14 weekly flights to seven. Services from Delhi to Copenhagen, Vienna, Zurich and Rome will each be reduced from four weekly flights to three, while Delhi-Milan flights will decline from five weekly services to four.

Asia-Pacific network also impacted

Air India’s Asia-Pacific operations will also witness notable changes over the coming months.

Flights between Delhi and Melbourne, as well as Delhi and Sydney, will be reduced from seven weekly services to four.

In Asia, the airline will temporarily suspend the Delhi-Shanghai and Chennai-Singapore routes through August. Services between Delhi and Singapore will be cut from 24 weekly flights to 14, while Mumbai-Singapore frequencies will reduce from 14 to seven weekly services.

The airline is also scaling back services to Bangkok, Kuala Lumpur, Ho Chi Minh City, Hanoi, Kathmandu, Dhaka and Colombo. Meanwhile, Mumbai-Dhaka and Delhi-Malé services will remain temporarily suspended through August.

Industry analysts say airlines globally continue to face operational pressures linked to volatile fuel prices, aircraft supply constraints and airspace disruptions caused by geopolitical tensions.

Air India maintained that the current changes are temporary and intended to strengthen schedule reliability while safeguarding passenger convenience during a difficult operating period.

The UAE has firmly denied reports alleging that Israeli Prime Minister Benjamin Netanyahu visited the country or that an Israeli military delegation was received in the UAE.

In an official statement, the UAE said its ties with Israel remain “public and transparent” under the framework of the Abraham Accords, according to a WAM report.

Officials stressed that relations are conducted through officially declared channels and not through “non-transparent or unofficial arrangements.”

Call for media accuracy

The UAE added that any claims regarding undisclosed meetings or unannounced visits are “entirely unfounded” unless formally confirmed by relevant authorities.

The statement also urged media organisations to maintain professionalism and accuracy while avoiding the circulation of unverified information or “misleading political narratives.”

Agthia entered 2026 with the kind of quarter that quietly settles arguments. Net profit at the Abu Dhabi-listed food and beverage group rose 12.5 per cent year-on-year to Dhs96.9m, revenue climbed 3.3 per cent to Dhs1.3bn, and EBITDA expanded 4.1 per cent to Dhs193.3m — all delivered against a regional backdrop of shipping disruption, route volatility and rising input costs that has tested operators across the Gulf.

Beneath the headline figures, the story is one of portfolio breadth doing its job. The water and food division delivered 14.6 per cent revenue growth, agri-business expanded 13 per cent, and Abu Auf’s 27.3 per cent topline jump within Snacking pointed to a turnaround taking shape. E-commerce, now 7.2 per cent of group underlying sales, grew 22.5 per cent — a quiet but telling indicator of how a traditional staples business is repositioning for a faster, more digital consumer.

Salmeen Alameri, managing director and CEO of Agthia, speaks to Gulf Business about what drove the quarter, how the group is managing through a more complex operating environment, and where he sees the strongest opportunities for the rest of the year.

How does Agthia view its role in supporting food security in the UAE, particularly through its scale, supply chain capabilities, and participation in food security-related programmes?

Agthia is a diversified group operating across four core business units: Agri-Business, Water & Food, Protein & Frozen, and Snacking. Each of these categories plays an important role in the broader food security ecosystem — from hydration and flour to animal feed, protein, dates, everyday food products and consumer staples.

For local champions like Agthia, the role is not only commercial. It is structural. Our responsibility is to build resilience in a way that is also economically sustainable. We do this by scaling local production capacity in essential categories, localising processing and storage where possible, and maintaining the operational readiness required to respond during periods of disruption.

More than half of our business is in the UAE, where we hold leading positions in key essential categories, including the country’s number one brands in water, flour and animal feed. Across the group, we operate 20 manufacturing facilities and employ over 12,000 people across the region, giving us the scale, infrastructure and operational depth to support reliable supply.

Agthia delivered a strong Q1 2026 performance. What were the primary drivers behind this, and how do you view the quality of these earnings?

Our results this quarter were shaped by strong execution in core segments, continued progress across transformation projects, and the group’s ability to respond quickly to a more complex operating environment.

Group net revenue rose 3.3 per cent year-on-year to Dhs1.3bn, EBITDA grew 4.1 per cent to Dhs193.3m, while net profit increased 12.5 per cent to Dhs96.9m — supported by disciplined execution, stronger margin delivery, and improving operating performance across key businesses.

Water and food remained a key growth engine, delivering 14.6 per cent revenue growth, supported by strong momentum in UAE water. Protein and frozen grew 4.1 per cent, driven by the market leadership of Nabil in Jordan and Atyab in Egypt. Agri-business delivered 13 per cent revenue growth, reinforcing its strategic role within Agthia’s diversified portfolio. In snacking, the portfolio reset continues to progress, with Abu Auf delivering 27.3 per cent topline growth and Al Foah demonstrating profitability recovery, reflecting the impact of focused actions to strengthen the category’s performance.

Our digital momentum also strengthened, with our e-commerce hub growing 22.5 per cent and now representing 7.2 per cent of group underlying sales, reflecting our ability to reach consumers through faster, more convenient digital routes to market.

Agthia’s performance reflects the strength of the group’s fundamentals, the relevance of its role in supporting the broader food security ecosystem, and the focus with which it continues to execute against its strategic priorities — creating a more resilient and profitable earnings profile.

Water and food remained a key growth driver in Q1. What factors supported the performance of this segment?

Water and food remained a key engine of growth in Q1, delivering 14.6 per cent revenue growth, supported by the continued strength of Agthia’s core brands, disciplined commercial execution, and sustained demand across essential categories. The performance was led by Al Ain Water, the UAE’s number one water brand, alongside continued momentum in our broader food portfolio, including everyday staples that remain closely linked to household consumption, hospitality, and food security.

The segment also benefited from Agthia’s ability to combine strong legacy brands with innovation and channel expansion. The launch of Al Ain Alkaline Water and the expansion of our frozen range strengthened our market footprint and responded to evolving consumer preferences. Overall, the segment’s performance reflects the strength of our category leadership, our operational scale, and our ability to keep innovating while continuing to serve essential consumer needs across the UAE and the wider region.

How did Agthia maintain operational continuity during the quarter, particularly in a more complex operating environment?

Agthia is built on a foundation of resilience, with the safety of our people and the stability of our operations remaining our first priorities. In response to the current situation, we are managing the impact through a well-prepared supply chain, supported by strategic reserves of key raw materials within geographies or operation bases. These buffers allow us to maintain production continuity and reduce the risk of disruption, even amid some disruptions in shipping routes and regional logistics.

At the same time, our diversified manufacturing footprint across the UAE, Saudi Arabia, Egypt, Kuwait and Jordan enables us to serve key markets more locally and reduce dependency on cross-border movement during periods of volatility. We are also able to adjust production levels where needed to manage inventory efficiently. Supported by a strong financial position, healthy liquidity, and a clear long-term strategy, we remain confident in our ability to navigate cost pressures while continuing to deliver against our ambitions and our commitment to the region.

What role does Agthia’s diversified portfolio play in strengthening the Group’s resilience and supporting long-term growth?

Agthia’s diversified portfolio is one of the strongest foundations of the group’s resilience. With leading brands across water and food, protein and frozen, snacking and agri-business, the group is not dependent on a single category, market, or consumption cycle. This allows us to balance performance across the business, manage shifts in demand more effectively, and continue serving consumers and customers even during periods of market volatility or supply chain pressure.

This diversification also supports long-term growth by giving Agthia multiple platforms to scale. Our portfolio includes everyday essentials, high-growth consumer categories, regional power brands, and businesses directly linked to food security and national supply. Together, they create a stronger, more agile operating model — allowing us to expand across markets, invest in innovation, strengthen category leadership, and deliver sustainable value to our stakeholders.

What are Agthia’s key priorities for the remainder of 2026, and where do you see the strongest opportunities for growth?

For the remainder of 2026, our priority is focused execution across the key platforms that will support Agthia’s next phase of growth — including strengthening our regional manufacturing and distribution capabilities, and driving greater efficiency across our operating model.

At the same time, we are advancing our digital transformation and shared-services roadmap to improve agility, visibility and speed across the Group, from supply chain and procurement to commercial planning and customer engagement.

We also see strong growth opportunities through our innovation pipeline, particularly in products that respond to evolving consumer preferences around health, convenience, hydration, functional benefits and snacking. Our focus is to build on the strength of our leading brands while introducing relevant new propositions across our core categories. While we are not providing formal guidance given current market variables, we remain confident in the fundamentals of the business.

Agthia has a diversified portfolio and strong regional platforms — our priority is to keep executing with discipline, resilience and a long-term view to create sustainable value for all stakeholders.