The telecommunications sector has been trapped in outdated thinking for too long. At du, we’ve fundamentally challenged the idea that telecommunications is a mature, low-growth industry destined for commoditisation. While competitors obsess over spectrum auctions and price wars, we’ve been quietly building something entirely different: a digital ecosystem that extends far beyond traditional connectivity.
Our approach is not just about operational efficiency; it’s proof that telecommunications companies can be growth engines in the digital economy. du delivered a strong financial performance in the first nine months of 2025, demonstrating resilient growth across all key metrics. The company achieved revenues of Dhs11.6bn, representing an 8.0 per cent year-over-year increase, while net profit grew significantly by 14.6 per cent to Dhs2.18bn.
This robust topline growth was driven by service revenues expanding 8.6 per cent to Dhs8.47bn and other revenues increasing 6.5 per cent to Dhs3.15bn, reflecting strong commercial performance across both B2C and B2B segments. Our operational excellence was particularly evident in its profitability metrics, with EBITDA reaching Dhs5,502m (rising 12.5 per cent) and achieving a strong EBITDA margin of 47.3 per cent, an improvement of 1.9 percentage points year-over-year.
What I am really proud of is the fact that we’ve achieved this while simultaneously building du Pay into a platform that processed Dhs1.5bn in transactions in less than two years, launching our AI Park ecosystem, and positioning ourselves as architects of the UAE’s digital future. du is strategically positioning itself as the architect of the UAE’s digital future through comprehensive infrastructure investments and forward-thinking partnerships that align with the nation’s smart city and sustainability ambitions.
We are actively building the foundational technology backbone required for tomorrow’s digital economy, including expanding fibre-optic networks, deploying 5G infrastructure, and establishing state-of-the-art data centres that serve as the nerve centres for cloud computing, AI, and IoT applications.
Central to du’s vision is the development of sustainable, energy-efficient infrastructure that powers smart cities across the UAE. The company’s AI Park ecosystem and AI supercluster represent significant investments in next-generation computing infrastructure, while its data centre strategy focuses on creating resilient, environmentally responsible facilities that can handle the massive data processing requirements.
My real passion lies in our expansion into adjacent services. The crown jewel of this strategy is du Pay, our digital financial services subsidiary that has achieved something I’m particularly proud of: surpassing Dhs1.5bn in total transactions in less than two years. The platform is redefining financial inclusion in the UAE, particularly for the expatriate community that comprises the majority of our population. I’ve witnessed firsthand how financial technology can democratise access to services.
Our platform’s success directly supports Dubai’s ambitious vision to make 90 per cent of all transactions cashless by 2026, a goal that appears increasingly achievable.
As 2026 approaches, my strategic vision encompasses three interconnected pillars: strengthening our core connectivity business, scaling high-potential beyond-the-core segments, and maintaining operational excellence that supports both growth and profitability. But the most exciting aspect of our 2026 outlook lies in our adjacency businesses. The ICT segment’s continued scaling, exemplified by our AI supercluster launch, positions us to capture value from the UAE’s digital transformation initiatives.
The alignment between board vision, executive strategy, and employee execution creates what I consider our most sustainable competitive advantage. In an industry where technological disruption is constant and competitive pressures intense, this combination has become our defining characteristic. For me, this journey is just beginning.
