Dubai Media has launched Dubai+, a new digital media platform designed to deliver a wide range of content for all family members. The platform reflects evolving digital consumption patterns and the continued expansion of Dubai’s media and content ecosystem.

Dubai+ forms part of Dubai Media’s broader strategy to build an integrated digital media environment, offering a diverse catalogue of local, Arab and international films and series, while supporting Dubai’s ambition to become a regional centre for creative content production and distribution.

Accelerating media sector growth

Sheikh Ahmed emphasised the importance of accelerating the development of Dubai’s media sector, with a focus on talent investment, youth empowerment, technology and AI adoption, and attracting specialised investment.

“We believe media is a strategic force that shapes awareness, supports development and builds trust. Our approach is rooted in driving innovation, advancing skills and capabilities, and strengthening partnerships that turn ideas into real impact,” Sheikh Ahmed said.

“The launch of Dubai+, combined with the rapid development of our media ecosystem, and sustained support for film and creative industries, is set to further strengthen Dubai’s position at the forefront of global digital media and the creative economy,” he added.

Built in Dubai, scaled for the region

Speaking to Gulf Business on the sidelines of the platform’s launch, Mohamed Almulla, CEO of Dubai Media, said the initiative reflects a long-term strategy to evolve beyond traditional broadcasting while building on existing strengths.

“This is an initiative by Dubai Media. It translates our vision to transform the organisation into a fully digital-driven company, building on the success of traditional media as well as classic digital media,” Almulla said.

According to Almulla, Dubai’s infrastructure, talent base and regulatory environment give the organisation a structural advantage as it looks to scale digital platforms beyond the UAE.

“The objectives behind the launch are multi-dimensional. To start with, we are well positioned in the city of Dubai, where we have capabilities that give us a competitive advantage — from infrastructure to the availability of local talent and expertise,” he said. “The ease of exporting technologies and platforms beyond the country, into the wider region, is also more effective from Dubai.”

Dubai Media’s platform strategy is closely aligned with Dubai’s creative economy ambitions, particularly through deeper engagement with content creators and production partners.

“We are becoming more active contributors to the creative economy. We are closely linked to the Dubai Film Office, which funds and nurtures content creators,” Almulla said.

He noted that the company has expanded its in-house production capabilities through the launch of Dubai Studios, its dedicated production arm.

“Around a year ago, we launched an extension of our company called Dubai Studios, a dedicated production arm. Last year, we produced 13 productions, and this year we are increasing that to 17 to meet growing demand.”

Technology-led platform design

Dubai+ has been built on a technology-first foundation, supported by a broad ecosystem of global partners.

“Our objective is not only to address what is happening now, but to future-proof the company. We have significantly uplifted our technical capabilities. Going forward, the only limitation is imagination,” Almulla said.

He added: “We work with Comcast, which is a leading technology integrator, as well as AWS for cloud solutions. We also work with companies such as FreeWheel for ad-serving mechanisms, alongside other partners focused on user experience (UX) and consumer engagement.”

These partnerships, he said, enable seamless distribution across formats, from video and audio to podcasts and syndicated content.

“Our technical capabilities allow us to move seamlessly from print to audio, podcasts and syndicated content. There are virtually no limitations on what can be done. The consumer experience will be extremely smooth.”

A key point of differentiation for Dubai+ is its positioning around family-safe programming and continuous availability.

“First, we are committed to family-safe content. Families can be confident that children watching our platforms will be accessing safe and appropriate material,” Almulla said.

“Second, we are committed to continuous upgrades and service delivery. This is not a platform that appears for one season and disappears — it will be available year-round.”

Flexible monetisation model

Dubai+ has launched with a diversified commercial model designed to balance scale, accessibility and revenue generation.

“The business model includes AVOD, which is advertising-funded, as well as SVOD. We also have hybrid models, such as TVOD and others,” Almulla said.

He added that the platform has the technical capability to integrate live and sports content over time, with a phased rollout approach.

“Technically, we are not limited — it comes down to your wish list. Of course, you cannot launch everything at once, so this will be a gradual ramp-up of operations.”

The platform is priced at Dhs21 per month.

The decision to launch Dubai+ ahead of Ramadan was driven by consumption patterns rather than short-term metrics.

“Historically, the month of Ramadan sees a significant increase in TV and content consumption. It carries the highest budgets, reach and impact,” Almulla said. “We felt this was the right moment to showcase our commitment to content delivery and to demonstrate a seamless user experience.”

While subscriber growth remains important, Almulla emphasised that early success will be measured by user value and experience.

“Subscribers are, of course, important. But more important to me is that people see value — that we are genuinely creating value,” he said. “If the product is strong, seamless, and delivers on what it promises, conversion will happen naturally.”

Read more: Film and Gaming in focus: Dubai Media Council rolls out new committees

Gulf governments are stepping up infrastructure deals with foreign investors, with Kuwait set to launch an oil pipeline network stake sale as soon as February in a deal that could raise up to $7bn, three sources with knowledge of the matter said.

The shift comes as oil prices, down more than 25 per cent in two years, sit below levels needed to fund the Gulf’s diversification plans. Governments are now offering investors access to assets once off limits – from pipelines to power plants – to bring in pension funds, private equity firms and infrastructure specialists.

“The national transformation plans underway in the Gulf are bold and ambitious. It can’t be all funded from within,” said Bader Mousa Al-Saif, assistant professor of history at Kuwait University and associate fellow at UK policy institute Chatham House.

“Luring international markets in has been multi-directional and multi-sourced – coming from all parts of the Gulf and using all levers at hand to finance their way through.”

For the Kuwait deal, Kuwait Petroleum Corp has hired HSBC alongside JPMorgan and Centerview Partners as advisers, the sources said. HSBC is also arranging so-called “staple financing” which the buyers can use to back their purchase, four sources said, while advisers have begun sounding out investors, three sources said.

Saudi Aramco is also preparing to sell some gas-fired power plants in the coming weeks in a deal expected to raise around $4bn, according to two sources.

Centerview Partners, JPMorgan and Aramco declined to comment. KPC and HSBC did not immediately respond to requests for comment.

More deals

The region could see several more billion dollars worth of infrastructure deals over the next 12 months, said Rajesh Singhi, Standard Chartered’s global co-head of M&A advisory.

“We could be looking at a fresh wave of transactions — as additional assets are prepared for market,” said Singhi.

The bank advised on Abu Dhabi’s AED3.8bn ($1.03bn) sale of PAL Cooling Holding last year and is preparing more district cooling assets for sale, Singhi said.

The entry of specialised investors has brought more sophisticated deal structures and new capital sources like pension funds and insurance companies not traditionally seen in the region, Singhi said.

Western funds look east

Quebec’s Caisse de dépôt, Canada’s second-largest pension fund with $290 billion in assets, is seeking new Gulf infrastructure investments beyond its Dubai ports operator DP World stake, said its infrastructure head Rana Karadsheh-Haddad.

“Our current focus is on identifying the right partners who share our long-term outlook and asset-management approach,” Karadsheh-Haddad told Reuters.

Investors are increasingly setting up shop locally. Australia’s Macquarie Group is scouting for a Saudi base, while US BlackRock opened a Kuwaiti office last year.

BlackRock’s Global Infrastructure Partners led an $11bn deal last year for Aramco’s midstream assets tied to its Jafurah gas project, potentially the largest shale development outside the US.

Besides the gas-fired plants sale, Aramco could divest other assets such as housing, pipelines and port infrastructure, sources have said.

Pipeline returns attractive

For Gulf state firms, the stake sales allow them to free up capital for expansion and higher‑growth projects while retaining operational control. State oil companies are pursuing these deals despite having access to cheaper debt, partly to diversify funding sources and draw in long‑term institutional investors, sources and analysts have said.

A typical Gulf pipeline transaction gives investors a minority stake in a ring‑fenced entity with long‑term lease payments. Such deals have delivered returns of about 12 per cent to 14 per cent and offer exposure to investment‑grade issuers and stable dollar‑linked cashflows, two sources said.

Kuwait’s deal is expected to follow the model used across the region, three sources said, with the government retaining majority ownership and day-to-day control.

The deals are typically structured as US Treasury yield plus the issuer’s credit spread plus a premium for the transaction, the sources said.

The model has also created a secondary market: In April 2024, BlackRock and KKR sold their 40 per cent stake in ADNOC Oil Pipelines to Abu Dhabi-based Lunate, with KKR returning to invest in ADNOC’s gas assets less than a year later.

“It is the nature of the financial return that is so attractive; it is the sustainable, close to guaranteed income stream in a world where that’s harder to find,” said Ben Powell, BlackRock Investment Institute’s chief APAC and Middle East strategist.

Read: Kuwait seals $4bn port deal with China under Belt and Road push

WhatsApp is reinforcing its position as a privacy-first messaging platform with the rollout of new features designed to protect users from increasingly sophisticated digital threats.

Building on its long-standing commitment to default end-to-end encryption, the Meta-owned messaging service is introducing enhanced protections that lock down accounts and limit how sensitive conversations can be shared, particularly for users who face elevated security risks, a WhatsApp blog conveyed.

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The company says these updates are aimed at ensuring that private conversations online remain as secure as those held in person. While WhatsApp’s encryption already shields messages and calls from outside access, the platform acknowledges that certain users, including journalists and public-facing figures, require even stronger safeguards against rare but highly advanced cyber attacks.

Introducing Strict Account Settings

To address those risks, WhatsApp has announced a new lockdown-style feature called Strict Account Settings. When enabled, the setting automatically applies the most restrictive privacy controls to a user’s account, limiting how WhatsApp functions in key areas.

Under Strict Account Settings, attachments and media from people who are not in a user’s contacts can be blocked, reducing exposure to potentially malicious files. Once activated, certain account settings become locked, preventing accidental changes that could weaken security.

The feature is rolling out gradually over the coming weeks and can be enabled by navigating to Settings > Privacy > Advanced. WhatsApp describes Strict Account Settings as one of several measures designed to protect users from the most sophisticated cyber threats.

In addition to these front-facing controls, the company has also implemented the programming language Rust behind the scenes to strengthen defenses against spyware and other security vulnerabilities, helping to safeguard photos, videos, and messages.

Advanced chat privacy adds a new layer of control

Alongside account-level protections, WhatsApp is also enhancing privacy within individual chats and groups. In April 2025, the platform introduced Advanced Chat Privacy, a feature aimed at preventing content from being taken outside of WhatsApp when additional discretion is required.

When enabled, Advanced Chat Privacy blocks others from exporting chats, auto-downloading media to their devices, and using messages for AI features. This ensures that conversations remain confined to WhatsApp, giving participants greater confidence that sensitive discussions will not be shared elsewhere.

The feature is available in both one-on-one chats and group conversations, reflecting WhatsApp’s view that groups increasingly mirror real-world networks. The company notes that Advanced Chat Privacy is particularly useful in sensitive group settings, such as health support communities or local organising efforts.

Users can activate the setting by tapping the chat name and selecting Advanced Chat Privacy. This is the first version of the feature, with plans to expand protections over time. The setting is rolling out to all users on the latest version of WhatsApp.

Irish fashion retailer Primark has confirmed plans to expand further across the Gulf, adding Qatar and Bahrain to its Middle East growth strategy alongside its upcoming UAE debut.

Primark’s first UAE store will open at Dubai Mall on Thursday, March 26, marking the brand’s official entry into the country.

Two additional UAE locations will follow later this year, with stores planned for City Centre Mirdif in April and Mall of the Emirates in May. Exact opening dates for the latter two sites have not yet been confirmed.

The UAE launch follows Primark’s regional debut in October last year, when it opened its first GCC store at The Avenues Mall in Kuwait. The retailer entered the Middle East through a partnership with Alshaya Group, which is leading its regional rollout.

Primark has confirmed that its UAE openings will be followed by new stores in Qatar and Bahrain by the end of 2026. The brand will open its first Qatar outlet at Doha Festival City, while its Bahrain store will be located at City Centre Bahrain.

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The expansion will take Primark’s global footprint to 21 countries by the end of 2026.

Founded in Dublin 55 years ago, Primark has grown into one of the world’s largest value fashion retailers, operating more than 450 stores worldwide. The brand has a strong presence across Europe and the US, where it runs 16 stores.

Known for its focus on affordable, trend-led fashion, Primark offers a broad product range spanning womenswear, menswear, childrenswear, homeware, beauty, accessories and footwear.

Its Middle East expansion comes amid sustained demand for value-driven retail concepts across the GCC, supported by strong mall footfall and a price-conscious consumer base.

The GCC retail market is projected to grow at a compound annual growth rate of around 5 per cent to exceed $390bn by 2028, according to Logic Consulting.

That momentum is already visible on the ground, with Dubai Mall alone attracting more than 105 million visitors in 2023.

Beyond the Gulf, Primark is also continuing its international expansion, with plans to open its first flagship store in Manhattan, New York, later this spring.

Dubai’s Roads and Transport Authority (RTA) has completed 67 rapid traffic improvement measures across key areas of the emirate in 2025, reinforcing its ongoing efforts to enhance mobility, road safety, and network efficiency.

According to an RTA media report, the completed measures included 46 traffic enhancements at critical locations along major arterial roads and within residential areas, 12 improvements in school zones, and nine traffic upgrades across development areas. The initiatives form part of a broader strategic plan aimed at optimising traffic flow, improving road network performance, and maintaining safety for all road users amid Dubai’s continued urban growth.

Building on the progress achieved in 2025, RTA is preparing to implement more than 45 additional traffic improvement measures in 2026.

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Planned works include the widening and upgrading of major intersections and development areas, enhancements to entry and exit points in residential and commercial districts, and the rollout of further rapid traffic improvement measures within school zones.

These initiatives reflect RTA’s commitment to delivering the leadership’s vision for sustainable infrastructure development. The programme supports mobility efficiency, reduces travel time and traffic congestion, and strengthens connectivity between residential, educational, and development areas. Collectively, the measures contribute to improved quality of life and enhanced community well-being across the emirate.

The rapid traffic solutions implemented in 2025 delivered tangible and measurable results. According to RTA, the improvements led to enhanced road network efficiency, smoother vehicular flow, and reductions in journey times of up to 45 per cent within the upgraded areas.

In addition, several roads recorded increases in vehicular capacity of up to 33 per cent as a result of the completed works. These outcomes underline the effectiveness of RTA’s data-driven approach to traffic management and its focus on targeted, high-impact interventions across the road network.

Traffic improvements in school zones

Over the past year, RTA also delivered 12 traffic improvement measures serving more than 30 schools across Dubai. The initiatives were implemented as part of RTA’s strategy to enhance road network efficiency and ensure smoother traffic operations, particularly during peak school hours.

Key locations included Al Warqa’a First School Complex, Mizhar First School Complex, Al Qusais School Complex, Al Mawakeb School in Al Garhoud, English College in Al Safa 1, Zayed Educational Complex in Mizhar 4, and Al Barsha South School Complex, along with several other schools across the emirate.

The improvements focused on providing dedicated parking areas, upgrading entry and exit points, and implementing traffic calming measures. These actions contributed to reduced congestion and queuing, improved road efficiency, and enhanced traffic safety within school zones.

Traffic improvements in key areas and major roads

Traffic solutions undertaken in 2025 had a clear impact on enhancing traffic flow and expanding road capacity across several key areas, most notably Al Warqa’a, Al Barsha South, Nad Al Hamar, and Al Ras. Improvements were also delivered along major corridors including Sheikh Zayed Road, Al Meydan Street, Emirates Road towards Sharjah, Umm Al Sheif Street, Al Wasl Street, Ras Al Khor Road, Sheikh Zayed bin Hamdan Al Nahyan Street, and Al Manara Street.

Among the most significant upgrades were a series of enhancements along Sheikh Zayed Road and Al Meydan Street. These included widening Sheikh Zayed Road towards Al Meydan Street from two to three lanes at the entrance to Al Khawaneej, as well as increasing the capacity of Al Meydan Bridge from three to four lanes. Additional works involved widening the exit from Sheikh Zayed Road to Al Meydan Street from one to two lanes and expanding the connecting links between at-grade roads and the bridge.

Further traffic improvements were implemented at the intersection of Al Wasl Street and Al Manara Street, resulting in a 50 per cent increase in vehicular capacity and a reduction in waiting times exceeding 30 per cent.