Dragonpass’ Andrew Chinn on the GCC’s loyalty shake-up

‘Consumers want instant value’: Dragonpass’ Andrew Chinn on the GCC’s loyalty shake-up

The CMO tells us what the data reveals, where traditional loyalty models are failing, and how brands need to adapt to remain relevant in one of the world’s most digitally engaged consumer markets.

Neesha Salian

13 May, 2026

Image: Supplied

Article Summary

The Dragonpass Loyalty Index reveals that GCC consumers, while showing high brand loyalty (88.4%), are readily switching for better perks (82.6%). This shift, driven by younger consumers and digital adoption, necessitates a move from points-based programmes to instant, lifestyle-integrated rewards.

More than four in five GCC consumers say they are willing to switch brands for better perks, according to the recently published Dragonpass Loyalty Index, in a finding that points to a fundamental redrawing of how loyalty works across the region.

While 88.4 per cent identify as “very” or “somewhat” loyal to brands, 82.6 per cent are ready to defect for a better offer — a paradox that suggests the region’s loyalty market, projected to reach $5.6bn by 2030, is being rewritten in real time.

The shift is being driven by younger consumers, evolving digital habits, and a move away from points-based programmes towards instant, lifestyle-integrated rewards. Andrew Chinn, chief marketing officer, Dragonpass International speaks to Gulf Business about what the data reveals, where traditional loyalty models are failing, and how brands need to adapt to remain relevant in one of the world’s most digitally engaged consumer markets.

Dragonpass, which is among the world’s leading providers of digital airport ecosystem platforms, has over 2.7 million customers in the region.

How are consumer loyalty behaviours in the GCC evolving beyond points and travel into lifestyle-driven engagement?

GCC consumers are fundamentally redefining what loyalty means. Our index shows the top response of 46.6 per cent of people defining loyalty as “getting the best value or service,” whilst only 23.5 per cent view it as “consistently choosing the same brand.”

This shift is most pronounced amongst younger consumers. Only 54 per cent of Gen Z show interest in traditional points-based programmes, compared to 69 per cent of millennials. Instead, they are seeking instant, lifestyle-integrated rewards. Forty-five per cent of Gen Z express “extreme excitement” for VIP access to concerts, sporting events and theme parks, whilst 53 per cent want to be first to test new products.

The Middle East loyalty market, projected to reach $5.6bn by 2030, is moving towards embedded ecosystems. Programmes like stc pay in Saudi Arabia now integrate rewards across bill payments, merchant offers and daily transactions, whilst ADNOC Distribution links rewards directly with digital wallets.

Rather than collecting points for future discounts, consumers want immediate value they can use today, whether that is e-wallet credits, exclusive experiences at Riyadh Season, or early access to new products. Loyalty is evolving from a separate programme you join to an integrated lifestyle feature you simply use.

In what ways do GCC consumers differ from their global counterparts when it comes to loyalty, and where are the similarities?

GCC consumers show notably higher engagement than mature Western markets. The Dragonpass Index reveals 88.4 per cent identify as “very” or “somewhat” loyal to brands, significantly above global averages, yet 82.6 per cent are willing to switch for better perks. This reflects active comparison rather than disloyalty.

The region is exceptionally digital-first. UAE millennials spend 6.5 hours online daily, Saudi Arabia has 97 per cent smartphone penetration, and consumers expect loyalty embedded within a single platform, not standalone programmes.

GCC consumers also favour coalition programmes. Integrated ecosystems like Majid Al Futtaim’s SHARE programme reflect a preference for consolidated value across lifestyle categories.

Culturally, loyalty extends into unique categories, with around 20 per cent of travel linked to pilgrimage, requiring brands to consider cultural context alongside commercial value.

Like global markets, GCC consumers are shifting from transactional rewards to experiential engagement. The desire for personalisation, instant value and authenticity is universal. Globally, 60 per cent of brands now prioritise Customer Lifetime Value over short-term transactions, a trend equally strong in the GCC.

Sustainability is also emerging as a loyalty factor in both markets, though it is more mature in Europe than in the Middle East.

Why are traditional loyalty models struggling, particularly with younger audiences in the region?

Traditional programmes fail younger GCC consumers on five fronts:

Deferred gratification mismatch: Gen Z expects instant value. Accumulating points over months for a future reward conflicts with a generation accustomed to real-time digital experiences. Research shows 64 per cent of shoppers now ignore brand names entirely, driven by “Trend Loyalty” — viral, emotion-driven purchasing that moves faster than traditional programmes can respond.

Transactional over relational: The Dragonpass Index shows only 12.2 per cent of GCC consumers view loyalty as “habit or convenience,” which drops to just 9.9 per cent amongst 18-24 year-olds. Young consumers actively evaluate and switch, seeking emotional connection and belonging, not just discounts.

Lack of personalisation: Generic tier structures ignore that 16.5 per cent of young GCC consumers are “recognition-oriented” (wanting VIP treatment), whilst others prioritise flexibility or experiences. One-size-fits-all programmes alienate diverse preference groups.

Digital experience deficit: With 97 per cent smartphone penetration in Saudi Arabia, young consumers expect seamless mobile experiences. Clunky apps, difficult redemption processes and lack of gamification drive disengagement.

Values misalignment: Gen Z prioritises authenticity, sustainability and social impact. Traditional programmes offering plastic cards and wasteful catalogues feel disconnected from their values, whilst providing no transparency on data usage or brand purpose.

The data is stark: younger GCC consumers (18-24) are 10.8 per cent less likely than older groups to define loyalty as consistent brand choice, whilst being 5.6 per cent more likely to prioritise tangible, immediate rewards.

How should brands redesign their loyalty strategies to remain relevant in an increasingly transactional and value-led market?

Brands must pivot to four strategic pillars:

Instant and flexible value: Rather than forcing customers to accumulate thousands of points for a benefit, companies should design embedded instant-access benefits into one easy-to-use platform. These instantly accessible perks act as immediate value propositions, transforming abstract points into tangible experiences customers can access whenever they please.

Experience-led engagement: Move beyond discounts to enable access and experiences. Partner with broad travel and cultural institutions to offer VIP concert access, private museum tours, chef’s tables, airport fast track, lounge access and exclusive product previews.

The index shows 45-53 per cent of young consumers express extreme excitement for these opportunities, far exceeding interest in traditional rewards.

AI-powered personalisation: Segment beyond demographics into behaviour-based micro-segments. Use predictive analytics to deliver next-best-action recommendations and personalised perks. Establishing balance is critical. We find that 39.6 per cent of consumers are more likely to join AI-driven programmes, but 49.4 per cent remain undecided due to the lack of transparency needed to build trust.

Coalition and ecosystem integration: Build cross-brand partnerships enabling redemption across complementary categories — airline plus hotel plus dining plus entertainment. Establish loyalty within platforms consumers use daily rather than requiring separate app downloads.

In a constantly evolving and dynamic environment, speed matters. Brands adapting to 2025-26 trends early will be best positioned for long-term retention and growth.

What insights from the GCC Loyalty Index reveal opportunities for brands to deepen meaningful engagement with their customers?

The index reveals seven high-impact opportunities:

The Switcher market (82.6 per cent opportunity): With over four in five GCC consumers willing to switch for better perks, and 36.9 per cent “very likely” to do so, the market is primed for aggressive acquisition. Launch superior instant value propositions, immediate status matching, and exclusive experience access to capture competitors’ members.

Recognition as differentiator (16.5 per cent of Gen Z): Young consumers identifying as “recognition-oriented” want VIP treatment and personalised acknowledgement. Simple tactics like name-based greetings, birthday celebrations, “member since” status displays, and no-wait hotlines can create disproportionate emotional connection.

Trust as ultimate currency (5 per cent): In an era of switching behaviour, trust provides the lasting competitive advantage. Transparent point valuations, clear data usage policies, and “we will make it right” guarantees build the foundation for enduring loyalty.

The experience gap: With 45 per cent of Gen Z excited for VIP cultural and entertainment access, yet most programmes remaining discount-focused, there is massive untapped white space. Strategic partnerships with key players in the region can fill this gap without requiring asset ownership.

The unengaged segment (10.2 per cent):Those claiming no brand loyalty aren’t lost causes — they are unconvinced prospects. Target them with value-first messaging, frictionless one-click enrolment, immediate welcome rewards, and no-commitment trial periods.

Travel as catalyst (66.8 per cent travelled recently): Travel remains high-engagement, but purpose matters. Tailor strategies by segment: premium lounge access for holidaymakers (59.3 per cent), family tier benefits for those visiting relatives (56.5 per cent), time-saving services for business travellers (34.7 per cent), and respectful facilitation for pilgrimage journeys (20.2 per cent).

Coalition over competition: With consumers belonging to three-six programmes on average, the future favours ecosystems over standalone schemes. Build around daily life verticals (grocery, fuel, pharmacy), lifestyle clusters (dining, entertainment, wellness), or financial ecosystems (banking, payments, investments).

The overarching insight is that GCC consumers aren’t disloyal — they’re discerning. They will commit deeply to programmes delivering instant value, personalised experiences, and authentic relationships. The $5.6bn market by 2030 rewards brands that act decisively now.

What do international brands often get wrong when entering the GCC market?

A common mistake is assuming Western loyalty models can be replicated without adaptation. The GCC is far more digitally connected and value-sensitive than many brands expect.

More than 82 per cent of consumers say perks influence engagement, meaning points-only systems are insufficient.

Another key error is treating loyalty as standalone rather than embedding it into broader lifestyle ecosystems covering travel, retail, dining and payments.

Successful brands prioritise agility, daily value and seamless digital integration rather than relying on brand heritage alone.

What are your thoughts on the current situation and how has it affected travel? How do you think this would change consumer behaviour moving forward?

Recent regional tensions created short-term disruption in travel through airspace closures, cancellations and schedule adjustments, primarily for safety reasons. However, the GCC travel sector has shown strong resilience, particularly in the UAE, with operations stabilising quickly.

Recovery is already visible. Usage rebounded 47 per cent week-on-week when airspace partially reopened in mid-March, with further sustained growth of just under 10 per cent week-on-week. Middle East lounge usage is expected to return to pre-conflict levels by Q3 2026.

Consumer behaviour is not fundamentally changing, but accelerating existing trends. Travellers are becoming more value-conscious, prioritising flexibility, reassurance and seamless digital experiences.

This reinforces the importance of trusted loyalty ecosystems. Brands offering transparency, convenience and integrated support are best positioned to capture returning demand as confidence builds.

Read: Retail insights: AI, at your service

Interview Retail Insights Dragonpass consumer loyalty

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