adidas has partnered with Saudia to launch the “adidas x Saudia Made to Fly” collection, marking a first-of-its-kind collaboration between sportswear and aviation in the Middle East and North Africa region.

Set to launch on April 20, the collection will be available across Saudi Arabia, the United Arab Emirates (UAE), Egypt and Morocco, as well as online, targeting a new generation of consumers at the intersection of travel, sport and lifestyle.

The collaboration brings together Saudia’s legacy as the Kingdom of Saudi Arabia’s national flag carrier with adidas’ global sportswear positioning, creating a new category that blends travel culture with contemporary fashion.

Built on adidas’ SOFT LUX line, the “Made to Fly” pack reimagines the tracksuit as a premium travel essential, incorporating aviation-inspired detailing and Saudi design cues. The collection focuses on minimalist design, comfort and functionality, positioning itself for use across airport, inflight and everyday settings.

The partnership reflects a broader shift in brand strategy, particularly for Saudia, as it expands beyond aviation into lifestyle and cultural engagement following its 2023 rebrand.

Bilal Fares, SVP and GM, adidas EMC, said: “This collaboration allowed us to reinterpret one of adidas’ most refined sportswear lines through the lens of travel, alongside a brand that has shaped the Kingdom’s travel culture for generations. By bringing together Saudia’s connection to movement and adidas’ sportswear heritage, we created a collection that feels elevated, effortless and relevant to today’s consumer.”

Khaled Tash, chief marketing officer at Saudia Group, added: “For 80 years, Saudia has connected the Kingdom to the world. Today, travel is no longer defined only by destinations, but by identity, culture, and self-expression. Building on our 2023 rebrand, which marked a new chapter in our global journey, we are expanding our brand presence beyond aviation into culture and lifestyle. Our collaboration with adidas brings these elements together, transforming movement into a statement of modern Saudi ambition and capturing the confidence and creativity shaping the Kingdom today.”

The launch underscores a growing trend of cross-industry collaborations aimed at building deeper consumer engagement across the region. By aligning aviation with fashion and lifestyle, both brands are tapping into evolving consumer behaviours where travel, identity and personal style are increasingly interconnected.

The collection will be distributed through selected adidas retail stores across the four markets, reinforcing the brand’s regional retail footprint while positioning Saudia within a broader lifestyle ecosystem.

Family businesses often face heightened pressure during periods of uncertainty, where disruption can test ownership structures, decision-making processes and long-term continuity plans.

In this Q&A, Naji Hawayek (NH), partner – Corporate at Addleshaw Goddard, and Ghalya Rashid (GR), counsel – Corporate at Addleshaw Goddard, discuss how robust legal and governance frameworks can help family enterprises strengthen resilience, manage risk and ensure smooth generational transition.

Why are legal frameworks important for family businesses during times of uncertainty?

NH: 
Periods of uncertainty, whether driven by economic disruption, geopolitical developments or external shocks, highlight the importance of strong legal foundations in family businesses. Clear ownership structures, governance arrangements and succession planning help safeguard continuity, preserve enterprise value and enable faster decision-making. Families that put in place shareholder agreements and formal holding or foundation structures are typically better equipped to maintain stability across generations.

How can structural resilience be achieved?

GR: 
Structural resilience is often achieved through holding structures and the separation of business activities into distinct legal entities. This ring-fencing approach ensures that liabilities in one part of the business do not spill over into others, protecting the wider group and preserving overall value during periods of stress.

Why are governance and succession frameworks important?

NH: 
Governance and succession arrangements should be clearly documented and regularly updated. Constitutional documents such as shareholder agreements, articles of association and family governance charters should define ownership transfer, voting rights and leadership succession. Tools such as alternate directors or delegated authority mechanisms also ensure continuity when key individuals are unavailable.

What role do formal structures play?

GR: 
Foundations and holding companies, particularly those established in jurisdictions such as DIFC or ADGM, are increasingly used to formalise ownership and succession planning. These structures separate legal ownership from beneficial interests and provide clarity around control. However, they require alignment across the family and are most effective when implemented proactively rather than during disruption.

How should diversification of investments be approached?

NH: 
Diversification should be supported by appropriate legal structuring, often through jurisdiction-specific entities. This helps manage regulatory exposure, mitigate cross-border risk and protect assets. Legal and tax advice is essential to ensure structures are efficient and compliant.

Why is the capital and liquidity strategy important?

GR: 
Clear policies on capital allocation, dividends and liquidity management should be embedded in shareholder agreements. Formalising these rules helps reduce disputes, ensures consistency and strengthens financial resilience during periods of stress.

What is the importance of insurance and risk transfer?

NH: 
Insurance plays a key role in shareholder-level risk management. Coverage such as business interruption, directors’ and officers’ liability and cyber insurance should be regularly reviewed to ensure alignment with risk exposure. Legal oversight ensures policies respond effectively when needed.

How can family businesses ensure operational agility?

GR: 
Governance structures should allow for flexibility in decision-making during disruption. Delegated authority, alternate directorships and emergency provisions help ensure operations continue smoothly when key individuals are unavailable.

What is the role of business continuity planning?

NH: Business continuity planning should be formally documented, regularly reviewed and aligned with regulatory and contractual obligations. These plans provide a structured framework for responding to operational disruption.

Why are cybersecurity and digital readiness critical?

GR: 
Cybersecurity is central to operational resilience. Family businesses need clear policies on data protection, system security and incident response, supported by testing. Legal oversight ensures compliance and manages liability in the event of a breach.

How should diversification strategies be executed?

NH: 
Execution of diversification strategies should be structured through ring-fenced entities such as special purpose vehicles. This allows targeted investment while containing risk. Corporate approvals ensure clarity on authority and accountability.

What should be considered in contractual risk and force majeure analysis?

GR: Key commercial contracts should be reviewed for force majeure provisions, termination rights and liability limitations. Regular legal review helps identify exposure and preserve rights during periods of disruption.

Why are internal communication and reporting important?

NH:
Clear communication structures ensure alignment between management and shareholders. Defined reporting lines, escalation procedures and internal policies support coordinated responses and regulatory compliance during disruption.

Dubai’s rental market maintained a steady trajectory in the first quarter of 2026, underpinned by robust regulation and sustained investor confidence, according to new data released by the Dubai Media Office.

Market indicators point to continued stability, with activity levels holding firm despite a dynamic economic landscape. Analysts say the emirate’s adaptable framework has helped reinforce trust among landlords, tenants, and investors alike.

The report attributes this performance to the UAE leadership’s forward-looking policies aimed at strengthening economic resilience and long-term growth. These directives have supported a balanced property market while enhancing Dubai’s appeal as a global investment hub.

Read more-Dhs4m rentals and rising: Why some Dubai landlords aren’t blinking

Figures from the Dubai Land Department show that total rental contract values reached Dhs32.2bn in Q1 2026.

This reflects what officials describe as a “sustained pace of activity,” supported by clear legislation and a well-regulated environment.

“Dubai continues to demonstrate its ability to maintain balanced economic growth while reinforcing investor confidence,” the report noted.

Contracts signal stability in rental cycle

New rental agreements totaled 118,385 during the quarter, alongside 135,607 renewals, figures that highlight steady demand and consistent landlord–tenant relationships.

In a notable trend, cancelled contracts dropped by 25 per cent, signaling improved market cohesion and reduced volatility. Industry observers say this decline points to greater confidence among tenants and longer-term planning by landlords.

“The reduction in cancellations reflects a more stable rental cycle and a maturing market environment,” the report said.

Dubai’s property ecosystem also continued to expand, with the number of real estate offices reaching 10,200. This growth has contributed to improved service quality and increased market efficiency.

A total of 3,599 real estate licences were issued across various activities. Brokerage services dominated, with 1,564 licences for sales and purchases and 928 for leasing. Other segments, including transaction follow-up services, development, valuation, and property management, also recorded notable activity.

This wide range of services underscores the depth and integration of Dubai’s real estate sector, enabling it to respond flexibly to evolving market demands.

Balanced market poised for future growth

Experts say the latest data reflects a well-balanced supply and demand dynamic, supported by ongoing project development and diversified property offerings.

Dubai’s rental market, they add, is increasingly defined by transparency, regulatory clarity, and resilience—key factors that continue to attract global investors.

As the emirate looks ahead, its real estate sector remains a cornerstone of economic growth. Backed by strong governance and sustained confidence, the market appears well-positioned to navigate future shifts while maintaining stability.

Gold demand during one of India’s key buying festivals stayed muted on Sunday as record prices curbed jewellery purchases, offsetting a modest uptick in investment demand.

Indians celebrated Akshaya Tritiya, the second-biggest gold-buying festival after Dhanteras, when purchasing precious metals is considered auspicious.

“The sharp rally in prices curbed jewellery demand. In volume terms, buying was lower as consumers held back, though in value terms spending was higher due to elevated prices,” said Amit Modak, chief executive of PN Gadgil and Sons, a Pune-based jeweller.

Read more-What gold’s surge really says about currency confidence

Gold prices hit a record high of $5,594.82 per ounce on January 29 and are now trading at around $4,861.

Gold futures in India, the world’s second-biggest gold consumer, closed at 154,609 rupees ($1,670) per 10 grams on Friday, nearly 63 per cent higher than at the last Akshaya Tritiya festival.

Except in a few southern Indian states, demand was lower than normal across the rest of the country, said Surendra Mehta, national secretary at the India Bullion and Jewellers Association.

Retail buyers have been shifting toward gold coins, which are easier to liquidate, even as jewellers offered discounts on fees for crafting jewellery to attract buyers, said a Mumbai-based jeweller.

India’s jewellery demand in 2025 fell 24 per cent from a year earlier, while investment demand rose 17 per cent to its highest since 2013, according to data compiled by the World Gold Council.

Gold-buying patterns in India are changing, with purchases no longer concentrated only during festivals as price-sensitive buyers make purchases throughout the year whenever prices dip, said a Mumbai-based bullion dealer with a private bank.

India issued an order on Friday listing banks authorised to import gold and silver, providing relief for banks that were forced to halt imports because the list’s publication was delayed.

Dubai’s hospitality sector is entering a new upgrade cycle, with several hotels across the city undergoing major renovations as operators reposition assets to meet evolving guest expectations.

From luxury icons to business hotels, these refurbishments reflect a broader push to enhance competitiveness, extend asset lifecycles, and align with Dubai’s long-term tourism growth strategy.

1. Burj Al Arab, Dubai

Dubai’s flagship ultra-luxury hotel has entered a major 18-month refurbishment, marking its most significant upgrade since opening.

The project is focused on modernising interiors while preserving the property’s iconic identity, reinforcing Dubai’s long-term positioning in ultra-luxury hospitality.

2. Radisson Blu Hotel, Dubai Media City

The Radisson Blu Hotel in Dubai Media City is set to close from April 30, 2026, for a planned renovation, marking one of the latest additions to the city’s refurbishment pipeline.

Catering operations are expected to continue until the end of the year, while the property is also undergoing a broader repositioning, with a potential operator transition from 2027.

The move reflects a growing trend of business hotels upgrading to remain competitive amid shifting corporate travel demand and mixed-use district evolution.

3. JW Marriott Marquis Hotel Dubai

One of the world’s largest five-star hotels has launched a full-scale renovation of its 1,600+ rooms and suites, alongside upgrades to key dining venues and executive spaces.

However, the property is not closing. In a statement to the media, JW Marriott stated that “the hotel will remain fully operational throughout the duration of the project, with works being carefully phased to ensure continuity of operations and guest experience”.

4. Park Hyatt Dubai

The Park Hyatt Dubai resort is entering its final renovation phase, with a temporary closure scheduled from May 2026.

Phased refurbishments like this are increasingly being used to minimise operational disruption while enhancing long-term asset value.

5. St. Regis Dubai, The Palm

The hotel has begun a partial closure from mid-April 2026 as it undergoes refurbishment, with selected facilities temporarily unavailable.

Unlike full shutdowns, partial closures allow operators to maintain revenue streams while upgrading core infrastructure.

6. Armani Hotel Burj Khalifa

The Armani Hotel Dubai, located within the Burj Khalifa, has temporarily closed from April 1, 2026 for a comprehensive, property-wide renovation.

Operator-level booking platforms confirm the hotel is closed through at least December 31, 2026, with dates subject to change, pointing to a full-scale refurbishment rather than phased upgrades.

Industry booking data and partner listings indicate the property is targeting a reopening in late 2026 (fourth quarter), although availability on some platforms only appears from early January 2027—suggesting a soft relaunch window extending into early 2027.