DP World has introduced a cargo war risk insurance solution aimed at addressing growing disruption across Middle East trade routes, where coverage has become increasingly fragmented, expensive, and in some cases unavailable.

The offering provides end-to-end protection across the full supply chain, covering ocean or air transit, port storage, and inland transportation under a single policy. This marks a departure from traditional insurance structures, which typically cover only one segment of a shipment’s journey, often leaving gaps at critical stages.

“This is about solving a real, immediate problem for global trade,” said Yuvraj Narayan, group CEO, DP World. “Supply chains don’t stop at the port or the shoreline, and neither should insurance. For the first time, cargo owners can access a single policy that protects goods across the entire journey, even in high-risk environments, helping keep trade moving when it matters most.”

The solution covers physical loss or damage caused by war-related risks, including conflict, civil unrest, seizure, and derelict weapons, with all valid claims settled without a deductible.

Available to companies trading in or through the Middle East, the programme is designed to ensure supply chain continuity across key corridors such as the Arabian Gulf, the Red Sea, and surrounding inland routes.

DP World said the product offers flexible coverage options, including full end-to-end protection, standalone policies for ocean, air, or land transit, and automatic port storage coverage for up to 14 days. Coverage limits extend up to $400m per shipment and $1m per inland movement.

The company highlighted that traditional cargo insurance often excludes war risk or requires separate policies, with coverage typically ending at discharge and leaving exposure during port handling and inland transport. By contrast, the new solution ensures continuous protection from entry into a war-risk zone through to final delivery.

The initiative leverages DP World’s scale and relationships across global insurance markets to secure more competitive pricing compared to standard war risk premiums.

The launch reflects DP World’s broader strategy to expand beyond port operations into integrated logistics and supply chain solutions, combining operational expertise with financial risk management tools to support customers navigating increasingly complex global trade environments.

ROX has unveiled a UAE-based, AI-driven industrial ecosystem strategy at Make it in the Emirates (MIITE) 2026, positioning the country as a central hub in its global manufacturing and export ambitions.

The strategy, anchored around the theme “Made in the Emirates, Made for the World,” aims to build a fully integrated industrial system spanning manufacturing, logistics, artificial intelligence (AI), advanced materials, and talent development. As part of this roadmap, ROX is targeting an annual production capacity of 300,000 units by 2030, contributing up to 10 per cent to the UAE’s Operation 300Bn industrial strategy.

The move builds on ROX’s growing footprint in the region’s luxury new energy vehicle segment. The company has delivered more than 5,000 vehicles in the UAE and over 20,000 across the Middle East and North Africa (MENA), with a market share exceeding 10 per cent in the UAE’s luxury all-terrain SUV segment above $80,000.

To operationalise its ecosystem strategy, ROX has established a series of partnerships across the UAE’s industrial value chain. These include collaborations with Khalifa Economic Zones Abu Dhabi (KEZAD Group) on an Advanced AI Manufacturing Centre, Borouge on advanced materials, Aleria on sovereign AI and mobility data systems, and Tahaluf Al Emarat on smart city applications.

The initiative is supported by the Abu Dhabi Investment Office, aligning with broader national efforts to scale advanced manufacturing capabilities and strengthen export-oriented industries.

ROX is also expanding into design and talent development through partnerships with Design Commission Abu Dhabi (DCAD), Al Khaznah Leathers (AKL), and Abu Dhabi Vocational Education and Training Institute (ADVETI). These collaborations include plans for a bespoke Abu Dhabi-inspired vehicle, future automotive design residency programmes, and vocational training initiatives to support long-term workforce development.

In parallel, the company has partnered with Standard Chartered to support its global expansion, leveraging the bank’s international network to facilitate cross-border growth, financing and access to new markets.

“This is a long-term effort we are building with our partners in the UAE, focused on connecting capabilities across the industrial value chain,” said Jarvis, founder and CEO of ROX. “From here, we are establishing a connected system across advanced manufacturing, regional service, and export, strengthening the UAE’s role as a global production and export hub as ROX expands across wider markets.”

Recent developments include a collaboration with JINGDONG Logistics to establish a regional spare parts hub in the UAE, alongside the launch of ROX’s Global Headquarters in Abu Dhabi, further embedding the country within its global operations.

The strategy reflects a broader shift from standalone industrial capabilities to integrated ecosystems, combining manufacturing, supply chains, technology, and talent into a unified framework. ROX said this approach will not only support its own international growth but also contribute to the UAE’s ambition to become a global centre for advanced manufacturing and exports.

Dubai’s Emirates Group is set to award employees a 20-week salary bonus following a record financial performance for the 2025–26 fiscal year, according to multiple local media reports.

The payout comes after the aviation giant reported its highest-ever profit, revenue and cash balances despite operational disruption caused by regional geopolitical tensions in the final month of the financial year.

In its annual results for the year ended March 31, 2026, the Group posted profit before tax of Dhs24.4bn, up 7 per cent year-on-year, while revenue rose 3 per cent to Dhs150.5bn. Cash assets climbed 12 per cent to Dhs59.6bn, with earnings before interest, taxes, depreciation and amortisation (EBITDA) reaching Dhs41.1bn.

According to local media, the 20-week bonus exceeded the 13-week payout initially linked to performance targets.

The Group’s flagship carrier, Emirates airline, retained its position as the world’s most profitable airline, recording profit before tax of Dhs22.8bn and revenue of Dhs130.9bn during the reporting period. Profit after tax for the wider Group stood at Dhs21bn following the implementation of the UAE’s 15 per cent corporate tax regime under Pillar Two rules.

dnata, the Group’s aviation services arm, also posted strong results, reporting profit before tax of Dhs1.6bn and revenue of Dhs23.6bn, supported by growth across airport operations, catering and travel divisions.

Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive of Emirates airline and Group, said the results demonstrated the resilience of the business despite major operational challenges caused by regional conflict.

“For the first 11 months of 2025-26, the picture across the Group was very positive,” he said in the annual report. “Strong demand for our products and services was driving revenue, and we were achieving healthy margins thanks to our sustained investments in product, people, technology and brand.”

Operations were disrupted late in the financial year after military escalation in the Gulf affected regional airspace and aviation networks.

“On 28 February, military activity massively disrupted global commercial air traffic in the Gulf region, including in the UAE,” Sheikh Ahmed said. “Emirates and dnata quickly mobilised to support our people and affected customers, protect our assets, and ensure business continuity.”

Local reports also cited an internal message from Sheikh Ahmed thanking employees for their “bravery and resilience” during one of the most challenging operational periods in the Group’s history.

The Ministry of Human Resources and Emiratisation (MoHRE) has confirmed that 30 June 2026 is the deadline for private sector companies with 50 or more employees to meet their Emiratisation targets for the first half of the year.

Under current regulations, companies are required to achieve a 1 per cent increase in the Emiratisation rate of skilled roles by mid-year. A further 1 per cent increase is mandated for the second half of 2026, bringing the total required growth to 2 per cent by year-end.

From 1 July 2026, financial contributions will be imposed on companies that fail to meet the required targets for the first half of the year.

According to WAM, MoHRE has urged affected companies to accelerate hiring efforts and avoid last-minute compliance, encouraging them to leverage the Nafis platform to connect with Emirati jobseekers across various specialisations.

The Ministry also highlighted that the Nafis programme has been extended until 2040, following directives from President His Highness Sheikh Mohamed bin Zayed Al Nahyan, with enhancements including increased child allowance support and longer financial assistance periods.

In its statement, MoHRE commended the private sector’s continued commitment to Emiratisation, noting strong compliance levels and growing awareness of the role businesses play in supporting national workforce development.

The Ministry further underscored the role of advanced monitoring systems, including artificial intelligence (AI)-enabled tools, in detecting non-compliance practices such as ‘fake Emiratisation’. It warned that companies found in violation will face legal action, including downgrading within MoHRE’s classification system and corrective enforcement measures.

MoHRE has also called on UAE citizens to report violations through its call centre, mobile application, or website, all of which operate under strict privacy and response standards.

At the same time, the Ministry reiterated its commitment to supporting compliant companies through incentives linked to the Nafis programme and broader Emiratisation initiatives. Companies meeting or exceeding targets may qualify for the Emiratisation Partners Club, which offers benefits including up to 80 per cent discounts on MoHRE service fees and priority access to government procurement opportunities.

The Ministry said these measures are designed to strengthen workforce localisation while supporting business growth in a rapidly evolving labour market.

Cinema audiences across the GCC are turning out in force despite ongoing regional tensions, as new releases such as The Devil Wears Prada 2 continue to pull viewers into theatres.

Fresh data suggests the sector is not just holding steady, but performing near peak levels.

According to Motivate Val Morgan — which operates across eight markets including all GCC countries, Egypt and Lebanon — cinemas within its network delivered 3.948 million admissions in the five weeks from Eid.

The company represents both on- and off-screen cinema advertising interests for leading cinema chains across the Middle East, spanning 1,198 screens at 117 locations. In 2025, it reached more than 37.2 million cinema-goers, giving it one of the region’s most comprehensive views of box office trends.

For Avinash Udeshi, chief operating officer at Motivate Val Morgan Cinema Advertising, the performance reflects both strong content and a resilient audience base.

“The recent surge in admissions is the combination of the Eid week, a traditionally strong period, and some powerful titles,” he says.

“What is incredible is that, in spite of the current situation, Q1 2026 has delivered 98 per cent of the results compared to Q1 2025. If all slated titles had been released, the quarter would have far exceeded year-on-year performance.”

Much of that momentum has been driven by a handful of films. Four titles — Shabab El Bomb 3, Project Hail Mary, The Super Mario Galaxy Movie and Bershama — delivered 1.6 million admissions during the Eid window alone.

Escapism and resilience

The strong turnout highlights a key dynamic in the region: cinema continues to serve as both entertainment and escape.

“A visit to the movies has always been a ‘must-do’ outing. The sheer joy of being immersed in the cinema experience transports you into the world of the filmmaker; it has always been a form of collective escapism,” Udeshi says.

At the same time, structural factors are reinforcing confidence, particularly in the UAE.

“The way the UAE leadership has ensured safety gives audiences clarity and confidence. Add to that the fact that cinema is a 100 per cent indoor medium and it continues to attract patrons,” he adds.

Exhibitors are also becoming more sophisticated in how they programme content. Operators are tailoring film line-ups and in-theatre experiences to specific catchment areas — from Indian-heavy programming in certain locations to multilingual offerings elsewhere, alongside customised food and beverage options.

Beyond short-term demand, the industry is further seeing a structural reset following Covid-era disruption.

“Cinema proved its resilience and started delivering higher and higher numbers. Our circuit delivered a 12 per cent uptick from 33 million admissions in 2024 to 37 million in 2025,” Udeshi says.

“This has resulted in studios backing more ‘theatre-first’ releases again.”

Audience behaviour is also evolving.

“Instead of achieving targets in a two to three-week window, content is now sustaining admissions over a longer period to deliver better results,” he says. “There is no replacing the big screen experience: even films, as an example Crime 101, already on OTT (over-the-top services) are drawing audiences back into cinemas.”

Looking ahead, a packed global release calendar, anchored by high-profile sequels and franchise films, is expected to sustain momentum through the rest of 2026.

For Udeshi, the direction of travel is clear: cinema in the GCC is not just holding its ground — it is evolving.

• Gulf Business and Motivate Val Morgan are both part of Motivate Media Group.