Agthia's Salmeen Alameri on Q1 2026, food security and what comes next

Agthia’s Salmeen Alameri on Q1 2026, food security and what comes next

The Abu Dhabi-listed group’s Q1 net profit jumped 12.5 per cent to Dhs96.9m. Salmeen Alameri tells us how diversification, digital and disciplined execution did the work

Neesha Salian

14 May, 2026

Agthia’s Salmeen Alameri on Q1 2026, food security and what comes next

Image: Supplied

Article Summary

Agthia's Q1 2026 saw net profit rise 12.5% to Dhs96.9m amid challenging conditions. Revenue increased 3.3%, driven by water, food, and agri-business sectors. E-commerce grew significantly, highlighting the company's digital shift. Agthia prioritises food security in the UAE and aims to strengthen regional capabilities and drive efficiency for future growth.

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.

Interview Agthia Group Agri-business Food and Beverages q1 2026

Cleanco’s Jamal Lootah on compliance, continuity and the new rules of facilities management

Group CEO Jamal Abdulla Lootah on why clients now expect near-zero downtime, why Dubai’s new building safety law is reshaping the sector, and how facilities management has moved from a back-office function to a boardroom priority.

Neesha Salian

13 May, 2026

Cleanco’s Jamal Lootah on compliance, continuity and the new rules of facilities management

Image: Supplied

Facilities management (FM) has spent decades as the quiet machinery behind the buildings we use — important, but rarely discussed at board level. That is changing fast. Regional disruption, tighter regulation and rising client demands have pushed the sector into a sharper, more accountable phase, where continuity, compliance and resilience are measured in real time rather than reported at year-end.

The shift has been particularly visible in the UAE. Dubai Law No 3 of 2026 has introduced a new building safety framework that places stricter expectations on inspections, system performance and documented accountability across the lifecycle of an asset.

Healthcare facilities are under heightened scrutiny on hygiene protocols and medical waste handling. Airports, government infrastructure and large mixed-use developments are demanding continuous coverage, predictive maintenance and AI-enabled visibility that were not part of the conversation a few years ago.

Few companies sit closer to this transition than Cleanco, one of the region’s largest integrated facilities management groups.

Group CEO Jamal Abdulla Lootah speaks to Gulf Business about how client expectations have evolved, where organisations are still falling short, and what genuinely effective FM partnerships look like in an environment where safety, traceability and service continuity have moved firmly to centre stage.

How have recent regional developments raised the bar for business continuity in FM, and what pressures are clients facing today that they weren’t facing a few years ago?

Business continuity is no longer something that sits in a document or operates as a back-office function. It has to be fully operational, visible, and continuously tested in real time. Clients are expected to maintain near-zero downtime, ensure occupant safety, respond rapidly to incidents, and demonstrate compliance in a way that is fully auditable.

The pressure is sharpest in healthcare facilities, aviation environments, government infrastructure and large mixed-use developments — sectors where service continuity directly impacts safety and user confidence. Healthcare clients are pushing harder on infection prevention, ICU hygiene standards, and compliant medical waste handling.

Airports and high-traffic public environments are demanding continuous cleaning coverage and rapid deployment during peak periods. Government and mixed-use clients are focused on inspection readiness, contingency manpower, spare equipment availability, and stronger vendor accountability.

In the past, organisations primarily viewed FM through the lens of service delivery and cost efficiency. Those still matter, but the scope has expanded. Clients now expect continuity, safety, technical reliability, hygiene assurance and emergency preparedness built into day-to-day operations, along with stronger accountability across the supply chain. There is also far greater demand for AI-enabled monitoring, predictive maintenance, smart building systems and real-time reporting, because continuity now depends on visibility, speed of response, and data-backed decisions.

The most significant shift, though, is the expectation of proactive risk management. FM has evolved from maintaining physical assets to protecting business operations, brand reputation and long-term resilience.

Dubai Law No. 3 of 2026 introduces a new building safety framework. What practical changes will FM leaders and building operators need to prepare for?

The legislation signals a clear shift toward a more structured and accountable approach across the lifecycle of an asset. For FM leaders, the biggest practical change is the need to be consistently inspection ready — maintaining accurate records on maintenance history, system performance, corrective actions, and the actual performance of critical systems. There is far less room now for reactive maintenance, undocumented modifications or fragmented data.

Teams will need stronger visibility across all critical systems, including HVAC, electrical, fire and life safety, water, and vertical transport, supported by clear reporting and disciplined follow-through on defects. Accountability is also sharper: while legal responsibility may rest on asset owners, FM teams will increasingly be measured on how effectively they ensure compliance, maintain system reliability, and respond to issues in a timely manner.

The organisations that succeed will be those that treat compliance as a continued operational discipline, not a one-time requirement.

Proactive maintenance is increasingly seen as a continuity essential rather than a budget line. Where are organisations still falling short, and how can FM partners help close those gaps?

Three gaps recur. First, a continued reliance on reactive maintenance, intervening only when something visibly fails. Second, a lack of clear understanding of asset conditions and criticality across facilities. And third, maintenance records and performance data that are too fragmented to support informed decisions. The result is a gap between what leadership believes is under control and what is actually happening on the ground.

Proactive maintenance is not just about increasing service frequency. It is about knowing which assets are critical to continuity, how they are performing, and when intervention is needed to prevent disruption.

Facilities management partners can close those gaps through asset criticality mapping, robust preventive and condition-based maintenance strategies, faster escalation of risks, and clearer reporting. The real value does not lie in fewer breakdowns but in the confidence that operations can continue safely and consistently under pressure.

Healthcare facilities operate under tighter readiness expectations. What should hospitals prioritise to strengthen hygiene, waste handling, and operational resilience without disrupting daily care?

The fundamentals come first: hygiene protocols that are consistent, measurable and tailored to healthcare environments, along with disciplined waste segregation and safe handling that minimise cross-contamination risk. But operational resilience also depends on the reliability of critical support systems around ventilation, water, power, and emergency response — and on strong coordination between clinical and non-clinical teams.

In practice, that means enhanced cleaning protocols for ICU and isolation rooms following discharge, structured hygiene processes in operation theatres, rapid-response cleaning for emergency departments during peak volumes, compliant handling of hazardous and medical waste, controlled laundry workflows, and preventive pest control. This applies across general hospitals, day surgery centres, outpatient clinics, specialised medical centres, diagnostic laboratories, rehabilitation centres, long-term care facilities and medical research facilities.

The challenge is strengthening all of this without disrupting daily care. The most effective approach is to integrate readiness into everyday operations rather than treating it as a separate compliance process — through clear SOPs, routine audits, well-trained frontline teams, and defined escalation protocols that align with healthcare workflows. A strong business continuity management approach ensures essential services, including hygiene and regulated waste operations, continue effectively during disruptions. In healthcare, resilience is not only about responding to incidents but preventing disruption before it impacts patient care.

Medical waste management is under heightened scrutiny. What are the key risks you see in the market, and how can providers improve safety, traceability, and compliance end to end?

Risks appear where operational discipline breaks down — at segregation, temporary storage, internal handling, collection, transport or final treatment. Incorrect segregation of hazardous waste, delays in internal collection, incomplete documentation, sub-standard temporary storage, or a lack of full visibility from generation to disposal can each compromise safety, compliance and public health.

End-to-end traceability is the central improvement area. Medical waste should never become invisible once it leaves the point of generation. Providers need strong chain-of-custody processes, secure containment, compliant transport, and fully auditable documentation at every stage in compliance with Polisaty requirements. In our own operations, all medical waste collection vehicles are fitted with GPS systems installed by the Environment Agency – Abu Dhabi, and waste is tracked from cradle to grave through the EAD Polisaty e-manifestation system.

There is also a cultural dimension. Even with the right systems in place, gaps in training or process discipline create risk. Providers need to reinforce performance through regular training, strict adherence to SOPs, clear handover protocols, continuous assessment, and transparent reporting. Because medical waste is a high-risk stream, operations must also meet stringent regulatory requirements — including refrigerated transport where required, and adherence to environmental emissions standards.

Ultimately, credibility in this market comes from demonstrating that medical waste is handled safely, correctly and verifiably from start to finish.

Strategic FM partnerships are becoming more important for both real estate and healthcare. What makes a partnership genuinely effective?

Shared accountability rather than transactional service delivery. The strongest partnerships are those where both sides are aligned on safety, uptime, compliance, user experience and continuity under pressure. That requires more than a standard SLA: it needs clear governance, transparency, and the ability to respond quickly when risks emerge. It also demands sector-specific expertise, because healthcare, residential and commercial environments each carry very different operational needs.

Effective partnerships are supported by defined governance structures, shared KPIs linked to uptime, hygiene compliance and response times, regular performance reviews, and clear escalation procedures. This creates a more transparent communication framework and helps ensure continuity and compliance are managed proactively rather than reactively.

A good partnership should simplify operations for the client. When services are fragmented, accountability becomes unclear. In well-structured collaborations, responsibilities are defined, issues are identified earlier, and corrective actions happen faster. Today, clients are not just looking for a vendor. They are looking for a trusted partner who can consistently safeguard operations and standards every day.

Across your own operations, which service lines are seeing the biggest shift in demand, and what investments is Cleanco prioritising to stay ahead?

The strongest demand shift is in service lines where compliance, safety and operational continuity intersect — integrated FM and technical maintenance, preventive maintenance programmes, specialised healthcare cleaning, compliance-driven waste management, and specialist cleaning in high-traffic or high-risk environments. Clients are pushing harder on asset reliability, reduced downtime, infection prevention, safety compliance, and measurable performance outcomes. The healthcare sector is leading this shift, as regulatory and client KPIs become more stringent and reinforce the need for traceability, audit readiness and operational discipline.

In response, our approach has become more integrated and performance-focused. We are placing greater emphasis on service coordination, report clarity, workforce readiness, and sector-specific discipline — moving clients away from fragmented service models toward a unified approach where continuity, compliance and accountability are managed together.

On investment, the focus is on strengthening the foundations that make facilities safer, more visible and resilient over time: equipment upgrades, structured inspection reporting, and quality assurance frameworks that improve service consistency and reduce reactive disruption. Our use of publicly referenced treatment infrastructure, such as the EU-compliant Rotary Kiln Incinerator, also contributes to safe and compliant waste treatment.

Digital visibility is the other major priority. As compliance requirements increase, clients need clear insight into performance, maintenance status and issue resolution — not only in FM service delivery but also in areas like environmental reporting and carbon footprint visibility. Innovation for us is not about adding new technology for its own sake. It is about using it to improve accountability, enable faster intervention and support better decision-making. At the same time, resilience still depends heavily on people and processes, which is why we continue to invest in training, HSE culture, standardisation and strong service governance.

In today’s environment, the companies that stay ahead will be those that combine operational discipline with smarter visibility and a long-term, continuity-focused approach.

Interview Dubai facilities management Cleanco

Dubai Taxi Company to acquire National Taxi in Dhs1.45bn deal

The combined fleet of DTC and National Taxi is expected to exceed 14,000 vehicles as of May 2026, serving an estimated 78 million trips annually across the UAE

Rajiv Pillai

13 May, 2026

Dubai Taxi Company to acquire National Taxi in Dhs1.45bn deal

Dubai Taxi Company (DTC) has signed a Sales and Purchase Agreement (SPA) to acquire 100 per cent of National Taxi, one of the UAE’s established taxi operators, in a transaction valued at Dhs1.45bn.

The acquisition, which will be funded through new bank debt facilities, marks a major expansion step for DTC as it seeks to strengthen its position across the UAE mobility market. The final consideration remains subject to adjustment under the terms of the SPA.

Founded in 2000, National Taxi operates approximately 2,500 licensed taxi plates and a fleet of more than 2,700 vehicles across Dubai, Abu Dhabi and Al Ain.

For the year ended 31 July 2025, the company completed 25.4 million trips, recorded a 98 per cent fleet utilisation rate, and generated Dhs774m in net revenue alongside Dhs183m in Earnings Before Interest, Taxes, Depreciation, and Amortisation (EBITDA).

According to DTC, the acquisition will increase its Dubai market share from 47 per cent to around 59 per cent, while also giving the company a 12 per cent share of the Abu Dhabi taxi market.

The combined fleet of DTC and National Taxi is expected to exceed 14,000 vehicles as of May 2026, serving an estimated 78 million trips annually across the UAE.

DTC said it intends to retain the National Taxi brand following completion of the transaction while integrating central functions including finance, procurement and back-office operations.

Abdul Muhsen Ibrahim Kalbat, group chairman of DTC, said: “This acquisition represents an important strategic milestone for DTC, strengthening our leadership position in Dubai while establishing a meaningful presence in Abu Dhabi. National Taxi is a well-established and high-quality operator with a strong financial profile, and this acquisition allows us to expand our platform, enhance scale and position the business for long-term growth.”

“Dubai has been the foundation of everything DTC has built, and we remain as confident as ever in its long-term trajectory. The UAE’s fundamental strengths in attracting investment, talent and visitors continue to underpin sustained demand for mobility services. This acquisition is a direct expression of that conviction, and of our commitment to growing DTC into a platform worthy of the city and country it serves,” he added.

Mansoor Rahma Alfalasi, group chief executive officer (CEO) of DTC, said: “The acquisition of National Taxi is a strong strategic and operational fit for DTC, enhancing our scale and strengthening our market position. The transaction is expected to be earnings accretive from the first full year of ownership, with further upside expected from procurement optimisation, centralised maintenance and disciplined integration over time.”

“The transaction has also been structured in line with our disciplined strategic approach to capital allocation with no equity dilution and a continued focus on balance sheet strength. In line with our five-year strategy, we remain committed to delivering sustainable growth while maintaining an attractive dividend profile for our shareholders and a healthy leverage profile,” he added.

Toufic Mitri, managing director at National Taxi, stated: “National Taxi has been a prominent taxi operator in Dubai and Abu Dhabi for 26 years. Throughout the past two decades, the company has consistently experienced steady growth, adopted new technologies and received multiple accolades.”

“In the past year we appointed Emirates NBD Capital Limited and Lazard Gulf Limited who undertook a competitive process to assess investor interest for the potential acquisition of National Taxi, attracting attention from investors across North America, Europe, Middle East and Central Asia. Ultimately, DTC submitted the most compelling proposal, and we are confident that DTC will guide National Taxi through its next phase of development,” he added.

DTC said the transaction is expected to generate synergies equivalent to around 5 per cent of National Taxi’s net revenue through fleet procurement savings, centralised maintenance and operational integration.

The acquisition is expected to complete in early Q3 2026, subject to regulatory approvals, including from Dubai’s Roads and Transport Authority (RTA) and Abu Dhabi’s Integrated Transport Centre (ITC).

Dubai taxi Company National Taxi

UAE reviews hantavirus response systems: Authorities confirm full national readiness

The team emphasised the importance of relying exclusively on official sources for health information and warned against the circulation of inaccurate or unverified reports

Nida Sohail

13 May, 2026

UAE reviews hantavirus response systems: Authorities confirm full national readiness

The National Emergency Crisis and Disaster Management Authority (NCEMA) and the Ministry of Health and Prevention (MoHAP) have confirmed that the UAE’s national surveillance and response system remains fully prepared to address any emerging health developments, including those related to hantavirus. Officials said the country’s preparedness framework is continuously reviewed and updated in line with international best practices and approved health standards.

This confirmation came during a meeting of the National Team for the Management of Emergencies, Crises, and Disasters Related to Human Epidemics, chaired by Ahmed Ali Al Sayegh, Minister of Health and Prevention, and held under the supervision of NCEMA. The session was attended by representatives from relevant government entities and strategic partners, according to a WAM report.

Review of national preparedness and coordination mechanisms

During the meeting, participants reviewed the latest updates related to hantavirus and assessed the UAE’s existing national health surveillance and response systems. The discussion also covered precautionary measures currently in place, along with coordination frameworks that link local, national, and international health authorities.

Officials examined the readiness of healthcare facilities and medical teams, highlighting the importance of maintaining operational efficiency and rapid response capacity in the event of any health-related developments. The team reaffirmed that precautionary monitoring measures remain actively implemented as part of the UAE’s proactive approach to strengthening public health resilience and communicable disease preparedness.

Continued vigilance and public guidance

The team emphasised the importance of relying exclusively on official sources for health information and warned against the circulation of inaccurate or unverified reports. Authorities reiterated the UAE’s ongoing commitment to safeguarding public health and enhancing community awareness through clear and reliable communication.

They also stressed that coordinated monitoring and preparedness efforts remain central to the country’s health strategy, ensuring that systems are ready to respond effectively whenever required.

WHO assessment of hantavirus risk

The World Health Organization (WHO) has classified hantavirus as a low-risk pathogen in terms of global epidemic potential, noting its limited capacity for human-to-human transmission. Most reported cases are linked to direct contact with infected rodents or environments contaminated by rodent waste.

The WHO further indicated that the current global public health situation does not suggest a level of risk that would raise concerns about a potential pandemic.

UAE National Emergency Crisis and Disaster Management Authority NCEMA hantavirus

PublisHer, Motivate Media Group launch UAE media internship programme for women

Graduates of the programme will receive a joint certificate from PublisHer and Motivate Media Group and become part of the PublisHer Alumnae Network

Gulf Business

13 May, 2026

PublisHer, Motivate Media Group launch UAE media internship programme for women

Ian Fairservice, managing partner and group editor-in-chief of Motivate Media Group, with HH Sheikha Boudor Al Qasimi, the founder of PublisHer

PublisHer and Motivate Media Group have partnered to launch PublisHer Pathways, a four-week immersive internship programme aimed at bridging the gap between academic preparation and the realities of working inside a media company.

The agreement was signed at the House of Wisdom in Sharjah by HH Sheikha Boudor Al Qasimi, founder of PublisHer, and Ian Fairservice, managing partner and group editor-in-chief of Motivate Media Group.

The initiative will run as a one-year programme comprising up to two cycles annually at Motivate Media Group’s Dubai offices, with each intake accommodating five women residents in the UAE.

Designed to provide hands-on industry exposure, the programme will place participants within Motivate’s day-to-day operations through structured rotations, live projects, mentorship and direct interaction with senior leadership teams.

The programme will immerse participants across four operational areas:

• Editorial and Content Development
• Marketing, Public Relations (PR) and Audience Engagement
• Advertising, Sales and Revenue Models
• Product, Digital Platforms and Business Strategy

Participants will also attend masterclasses with senior industry leaders, visit printing press facilities, receive one-on-one mentorship from Motivate employees, and collaborate on a capstone project to be presented to company leadership.

Graduates of the programme will receive a joint certificate from PublisHer and Motivate Media Group and become part of the PublisHer Alumnae Network.

HH Sheikha Boudor Al Qasimi said: “PublisHer Pathways is a direct response to something we hear consistently from women across the industry – that the transition from education into professional publishing is harder than it should be and that access to real experience, inside real organisations, remains sporadic and uneven. I’m grateful to Ian and the whole Motivate team for having confidence in our mission and becoming the first to say yes.”

Fairservice added: “At Motivate, we believe the best way to understand publishing is to be part of it and to see how editorial, commercial and digital teams work together in real time. PublisHer Pathways gives participants that exposure, and in doing so, helps strengthen the next generation of talent coming into the industry.”

Applications for the programme are now open through PublisHer website and will close on June 30, 2026. Shortlisted applicants will be notified on July 15, 2026, with the first cohort scheduled to begin on August 3, 2026.

The programme is open to women in the UAE at an early or mid-career stage with backgrounds or strong interest in publishing, media, literature or the creative arts.

According to the organisations, the inaugural cohort will operate as a pilot, with longer-term plans to expand the model through PublisHer’s wider network of publishing partners across different regions.

Motivate Media Group Motivate PublisHer media internship

Eid al Adha holidays: Dubai Restaurant Week extended with more dining offers

The timing of the extension is expected to significantly amplify footfall across participating venues, as residents and tourists take advantage of the holiday window

Nida Sohail

13 May, 2026

Eid al Adha holidays: Dubai Restaurant Week extended with more dining offers

Food lovers in Dubai have even more time to explore the city’s flagship culinary showcase as Dubai Restaurant Week has been extended until May 31, aligning with the upcoming Eid Al Adha holiday period and boosting demand across the hospitality sector.

The extension gives diners additional opportunities to experience a wide range of cuisines across the city, from relaxed Australian-inspired beachfront dining and classic French brasserie fare to bold Central American flavours.

The timing of the extension is expected to significantly amplify footfall across participating venues, as residents and tourists take advantage of the holiday window to explore curated dining experiences at fixed price points.

Over 125 restaurants and Michelin-recognised names join lineup

This year’s edition brings together more than 125 restaurants, spanning fine dining, premium casual, and homegrown concepts, including venues recognised by MICHELIN, Gault&Millau, and MENA’s 50 Best Restaurants.

Diners can access set menus priced at Dhs125 for a two-course lunch and Dhs250 for a three-course dinner, unlocking signature dishes from some of Dubai’s most in-demand kitchens. The lineup includes over 30 MICHELIN Guide-listed restaurants, featuring one Michelin-starred venue, alongside globally recognised chefs such as Nobu Matsuhisa, Gordon Ramsay, Izu Ani, Alvin Leung, Akira Back, Kelvin Cheung, and Hadrien Villedieu.

Homegrown concepts also play a central role, including Girl & The Goose – Restaurante Centroamericano by Gabriela Chamorro, reflecting Dubai’s increasingly diverse culinary identity.

Careem DineOut becomes exclusive booking platform

A major operational shift this year is the full integration of bookings through Careem DineOut, which serves as the exclusive digital reservation partner for the festival. The platform now acts as the single gateway for accessing all participating restaurants, streamlining discovery and reservations for diners.

Careem said its role extends beyond bookings. “Dubai Restaurant Week is one of the most anticipated moments in the city’s dining calendar, and we’re proud to be the platform that makes it accessible to everyone,” said Bassel Alnahlaoui, chief business officer at Careem.

He added that the partnership helps build “the digital infrastructure that connects the people of Dubai to the experiences that make this city extraordinary.”

Dubai strengthens its global gastronomy positioning

Officials from the Dubai Festivals and Retail Establishment (DFRE) highlighted the event’s growth and impact on the city’s hospitality landscape. “This year’s Dubai Restaurant Week demonstrates how much Dubai’s culinary scene has grown and the role it plays in shaping its future,” said Ahmad Al Khaja, CEO of DFRE.

He noted that participation has expanded from just 30 restaurants at launch to more than 125 today, reinforcing Dubai’s position as a global dining hub.

From Japanese and Italian to Latin American, Middle Eastern, and Indian cuisines, the festival reflects the breadth of Dubai’s food scene. Organisers say the extension encourages residents and visitors alike to “explore the city one dining table at a time,” reinforcing Dubai Restaurant Week as both a cultural and economic driver for the emirate’s hospitality sector.

eid al adha Eid Al Adha holidays Dubai Restaurant Week holiday period dining offers restaurant offers