Etihad Rail has unveiled a nationwide awareness campaign aimed at encouraging logistics providers, manufacturers, and heavy industries to move long-haul freight from road networks to rail.
The initiative arrives as the UAE’s industrial and logistics sectors enter a new growth phase, intensifying pressure on highways, delivery reliability, and operational costs.
The campaign emphasises that rail is not merely an alternative transport option in principle but a practical, scalable, and proven solution already operating across the UAE.
Rail network offers scale and predictability
Etihad Rail’s freight network spans nearly 900 kilometres, directly connecting ports, industrial zones, and logistics hubs. The network is designed to transport bulk and high-volume cargo on fixed schedules along dedicated corridors, offering a level of predictability that road-based logistics increasingly struggles to match.
Each freight train can carry the equivalent of up to 300 heavy trucks, reducing congestion on key routes while improving certainty for manufacturers operating under tight production timelines.
Omar Alsebeyi, Acting CEO at Etihad Rail Freight, said: “For heavy industry, logistics is no longer just about speed, it’s also increasingly about certainty. Delays, congestion, and volatility carry real costs. Rail addresses those challenges at their root by offering scale, reliability, and predictability, day in and day out.”
Optimising costs and production planning
The campaign highlights rail freight’s potential to stabilize transport costs, reduce inventory buffers, and enable manufacturers to plan production with greater confidence. Etihad Rail stressed that the initiative does not aim to replace road freight but to rebalance the logistics system for greater efficiency.
“Road freight remains essential, particularly for last-mile delivery,” added Alsebeyi. “Rail removes long-haul and bulk movements from roads, easing congestion and freeing trucks to operate where they are most effective. It’s about making the entire system work better.”
Industry-focused awareness campaign
The campaign will be rolled out across trade media, industry forums, and digital platforms. It will feature case studies showcasing how rail integration has improved efficiency for companies in sectors such as construction materials, petrochemicals, metals, and containerised cargo.
The initiative also aligns with broader national priorities, including strengthening supply-chain resilience, enhancing industrial competitiveness, and future-proofing logistics infrastructure as trade volumes continue to rise.
“The UAE has invested in a national rail network designed to support growth for decades, not quarters,” said Alsebeyi. “This campaign ensures industry fully benefits from that investment. Rail freight is operational, reliable, and ready to scale. Now is the time to use it and reap the benefits.”
Strategic advantage for early adopters
As industrial output continues to expand, Etihad Rail expects early adopters of rail freight to gain a strategic advantage, including lower long-term costs, improved reliability, and the ability to scale operations without adding strain to already-busy road networks.
By offering a predictable, high-capacity alternative to road transport, Etihad Rail is positioning the UAE’s freight sector for sustainable growth while tackling one of the nation’s most pressing logistical challenges: congestion.
Turner & Townsend to oversee delivery of RAK Central in Ras Al Khaimah
The development aligns with Ras Al Khaimah’s Vision 2030, which aims to attract more than three million visitors annually and position the emirate as a regional leader in sustainable tourism
RAK Central in Ras Al Khaimah rendering/Image: Supplied
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Turner & Townsend, the global professional services firm, has been appointed by RAK Central to deliver project management services for a 3.1 million sq ft mixed-use development in Ras Al Khaimah.
Designed as a large-scale work-live-play destination, RAK Central will feature commercial offices, including master developer Marjan’s new headquarters, alongside retail, entertainment and food and beverage offerings. The development will also include three business hotels with more than 1,000 keys, approximately 4,000 residential apartments, and extensive public realm areas spread across five interconnected buildings. The project is scheduled to open in 2027.
The development aligns with Ras Al Khaimah’s Vision 2030, which aims to attract more than three million visitors annually and position the emirate as a regional leader in sustainable tourism. RAK Central is targeting LEED Gold certification, supported by the use of local supply chains, advanced green building strategies and sustainability measures including energy-efficient systems, smart water management and environmentally responsible landscaping throughout both design and construction.
Advanced digital technologies will play a central role in the project’s delivery, with artificial intelligence, BIM modelling and BIM-enabled construction techniques embedded across the full design and construction lifecycle to support efficiency and precision.
Michael McDaid, project director, Turner & Townsend in the United Arab Emirates, said: “We will provide project management services for the construction delivery of RAK Central, covering five towers with podiums and below ground parking, extending our existing portfolio in RAK mirroring our commitment to the Northern Emirate.
“Upon completion, RAK Central will become a destination of choice for both world-renowned companies and the local community to thrive. We look forward to playing our part to make this vision a reality.”
NRTC Group, one of the UAE’s leading fresh-produce conglomerates, is pioneering a new era in food supply chain efficiency and sustainability with the launch of Mazraati, a first-of-its-kind farm-to-fork digital platform.
Unveiled at Gulfood Green 2026, Mazraati is designed to improve traceability, quality control, logistics coordination, and transparency across the nation’s agri-food supply chain.
The platform, digitally powered by Etheral IT Solutions LLC, represents a strategic shift in NRTC’s operations and underscores its commitment to supporting national food-security objectives. By integrating farmers, pack houses, logistics providers, warehouses, and buyers into a single digital ecosystem, Mazraati addresses the long-standing inefficiencies that have historically caused quality losses and food wastage at multiple stages of the supply chain.
“For decades, the farm-to-fork model in the region has been constrained by fragmented systems and limited traceability,” said Mohammed Alrifai, group CEO of NRTC. “Mazraati directly addresses these gaps by digitising the entire journey of produce, starting at the farm and extending through logistics, quality control, and delivery.”
Image credit: Supplied
AI-driven quality and data-backed decisions
Mazraati’s technology stack combines AI, QR-based verification, and real-time logistics tracking to create an unprecedented level of visibility. Vehicle routing, crate movement, temperature monitoring, and packhouse receiving are fully automated, while AI-supported quality grading is applied at inspection points.
Transit losses are digitally recorded, and stakeholders, from farmers to buyers, gain instant access to actionable data. Farmers can track quantities supplied, quality grades, and QC outcomes, while logistics partners benefit from route optimization and crate-level traceability. Buyers gain early visibility into stock quality and quantity, enabling better demand planning and pricing decisions.
“This is not simply a technology rollout. It represents a structural shift in how food moves from farm to fork in the UAE,” added Alrifai. “Mazraati strengthens resilience, reduces waste, and delivers long-term value across the agri-food ecosystem.”
Bhaskaran Srinivasan, co-founder and CEO at Etheral IT Solutions, described Mazraati as “a living digital backbone for the agri-food supply chain,” highlighting its AI-driven quality verification, real-time logistics intelligence, and end-to-end data capture that eliminates blind spots in traditional systems.
Scaling local farming and reducing waste
NRTC is leveraging its growing local-farm network, which includes recent acquisitions like Ripe Organic, Mahsool, and other UAE-based production initiatives, to onboard more than 260 farmers by 2027. This expansion aligns with a broader strategy of increasing locally grown produce from 20,000 tons delivered this year to over 100,000 tons within the next three years.
“Our focus is on local production, particularly vegetables like lettuce, cucumber, and tomatoes, while diversifying into sweet melon, papaya, and other crops,” Alrifai said. “Unlike in the past, where farmers grew based on experience, we now guide them using actual market demand and consumer preferences.”
A strong on-the-ground team ensures the harvest-to-warehouse process adheres to stringent SOPs, maintaining freshness and quality. Advanced infrastructure, digital monitoring, and AI-driven tools support this seamless operation.
Traceability at the consumer level
Mazraati’s digital model extends all the way to consumers. Each product carries a QR code, enabling buyers to trace produce back to the exact farm of origin. Farmers gain insights into ESG-related metrics, including pesticide usage, water consumption, and labor inputs, creating a fully transparent and sustainable system.
Products that do not meet retail appearance standards but remain high quality are redirected to processing facilities for juices, smoothies, sauces, and other value-added products. This approach prevents waste while maximizing the utilization of every harvested item.
“Consumers naturally prefer visually perfect products, but we ensure imperfect-looking yet high-quality produce is fully utilised,” Alrifai explained. “This creates a complete food ecosystem where farming, retail, processing, and sustainability work together.”
NRTC’s CSR push: Educating the next generation
Beyond technology, NRTC is addressing household-level food waste through education. Partnering with Nemma, the group runs programs in schools to teach students how to reduce food loss. In line with this effort, NRTC has launched the NRTC Interschool Innovation Challenge (NIIC), a UAE-wide initiative encouraging students to develop practical solutions to reduce household food waste.
The first edition, set to kick off in September 2026, aligns with the UAE’s National Food Loss & Waste Reduction targets for 2030. NIIC empowers youth to promote a culture of Reduce, Reuse, and Recycle, reinforcing NRTC’s position as a thought leader in youth engagement and ESG impact.
“NIIC is a permanent, NRTC-owned platform,” Alrifai said. “It reinforces our evolution from a leading fresh-produce company into a driver of awareness, education, and behavioral change.”
Strategic partnerships: The Mahsool collaboration
At Gulfood Green 2026, NRTC signed a Memorandum of Understanding (MoU) with Mahsool, the UAE’s flagship local farming initiative endorsed by His Highness Sheikh Mohamed bin Zayed Al Nahyan. The collaboration aims to advance domestic food production and strengthen national food security.
Under the partnership, NRTC’s commercial arm will drive market access, distribution, and execution, while Mahsool-supported farms focus on high-tech, sustainable crop production.
Currently, 100 farms are operational, producing 22 crop varieties including cherry tomatoes, capsicum, eggplant, and chili peppers using non-chemical, climate-controlled methods. Expansion plans target 200 farms by 2027 and a five-year roadmap for 400 farms, including mushroom production.
At the heart of this ecosystem is a state-of-the-art pack house with a 300-tonne daily handling capacity, ensuring efficient grading and distribution of fresh produce to domestic markets. Production forecasts estimate 20,000 tonnes of locally grown produce in 2026, significantly reducing reliance on imports while maintaining consistent quality.
“This MoU reflects our long-term commitment to building a resilient, future-ready agri-food ecosystem for the UAE,” Alrifai said. “By linking advanced local farming with strong market access, we translate national food security ambitions into scalable, commercially viable outcomes.”
A 360-degree food ecosystem
NRTC’s strategy represents a 360-degree approach to the UAE’s agri-food supply chain. By combining digital traceability, AI-powered quality control, local production, and educational initiatives, the group is creating a fully integrated food ecosystem.
Farmers gain market visibility, operational support, and fair compensation.
Logistics providers enjoy automated planning, monitoring, and loss prevention.
Buyers benefit from predictable quality, stock insights, and efficient procurement.
Consumers gain traceability, transparency, and access to high-quality produce.
The environment benefits from reduced food waste and sustainable sourcing practices.
The group is also expanding into organic produce and niche categories, further strengthening its ecosystem and reinforcing its sustainability credentials.
“This is more than growth or technology; it’s a paradigm shift in how fresh food moves from farm to fork in the UAE,” Alrifai concluded. “With Mazraati, Mahsool, and NIIC, we are setting a new benchmark for efficiency, transparency, and sustainability across the agri-food value chain.”
GCC consumers demand clear value as loyalty programmes evolve, Dragonpass finds
Dragonpass, a global provider of travel and lifestyle loyalty solutions, has released the GCC findings from its Loyalty Index, part of a wider global benchmark study examining how consumers perceive, engage with and extract value from loyalty programmes worldwide. Unlike traditional assessments focused on points accumulation or programme enrolment, the Loyalty Index offers a deeper […]
Dragonpass, a global provider of travel and lifestyle loyalty solutions, has released the GCC findings from its Loyalty Index, part of a wider global benchmark study examining how consumers perceive, engage with and extract value from loyalty programmes worldwide.
Unlike traditional assessments focused on points accumulation or programme enrolment, the Loyalty Index offers a deeper analysis of the behaviours, expectations and motivations shaping consumer loyalty today. The GCC results shed light on how loyalty dynamics are evolving across the region and outline what brands need to do to stay relevant in an increasingly competitive landscape.
At a time when loyalty programmes are widely available but genuine loyalty is harder to secure, the index provides fresh insight into the factors that drive long-term engagement, as well as the triggers that cause loyalty to weaken or break.
Three loyalty drivers shaping the GCC
A key finding from the GCC Loyalty Index is the emergence of three dominant “loyalty languages” influencing consumer behaviour across the region. Transactional rewards account for 34 per cent, reflecting a strong preference for clear and tangible benefits in exchange for loyalty. Trust follows at 24 per cent, highlighting the importance of consistency, reliability and respect in strengthening brand relationships. Recognition, at 14 per cent, underscores the value consumers place on brands that treat them as individuals and demonstrate an understanding of their needs.
Together, these drivers form a framework for brands looking to build stronger and more resilient customer relationships in the GCC.
The findings show that loyalty in the GCC is largely rational and value-driven. More than eight in ten consumers (82 per cent) say perks play an important role in their decision to engage with a loyalty programme, reinforcing the importance of simple, tangible and easy-to-redeem benefits over abstract brand messaging.
Clarity and trust also play a critical role. Around 77 per cent of respondents say understanding a brand’s identity and personality is important before committing their loyalty, pointing to the need for transparency, consistent communication and clear positioning alongside rewards.
While travel remains a cornerstone of loyalty in the GCC, the index highlights a clear shift toward everyday lifestyle benefits. Dining has emerged as the most frequently redeemed perk, with about half of respondents using dining-related offers in the past year.
Hotel benefits and airport lounge access continue to be widely used, with close to four in ten consumers engaging with each. At the same time, wellness-related perks such as spa and fitness offers are gaining traction, with more than a quarter of respondents now redeeming these benefits.
The study reveals notable differences in loyalty behaviour across age groups. Consumers aged 18 to 24 are the most likely to switch brands, the least aware of available perks and the most frustrated with loyalty programmes, indicating a disconnect between existing offerings and younger consumers’ expectations.
Those aged 35 to 44 represent a loyalty “sweet spot”, showing higher engagement and awareness, but also increasing demands for stronger value. Consumers aged 45 and above tend to be more habitually loyal, although they remain open to switching when presented with more relevant or compelling benefits.
These contrasts underline the growing need for personalised loyalty strategies, as uniform programmes struggle to address increasingly diverse consumer expectations.
A new regional benchmark
Andrew Harrison-Chinn, chief marketing officer, Dragonpass
“The GCC Loyalty Index was created to answer a fundamental question: what does loyalty really mean to consumers today?” said Andrew Harrison-Chinn, chief marketing officer, Dragonpass. “Our findings show that loyalty in the GCC is sophisticated, pragmatic and constantly evolving. Consumers are clear about what they value, and they are willing to engage – but only when the value exchange is fair. With the Loyalty Index, we aim to give brands a new benchmark to measure, rethink and strengthen loyalty strategies across the region.”
The GCC Loyalty Index will serve as an ongoing benchmark, with future editions tracking how loyalty expectations change as consumer behaviour, technology adoption and lifestyles continue to evolve.
Aldar and Mubadala Investment Company have completed a joint venture (JV) to create a retail platform with a gross asset value of approximately Dhs10bn ($2.7 bn), the companies said in a statement.
The platform will be managed by Aldar and includes Yas Mall, contributed by Aldar, and The Galleria Luxury Collection, contributed by Mubadala.
The two assets have a combined gross leasable area of 260,000 square metres.
Occupancy at Yas Mall stands at 99 per cent, while The Galleria Luxury Collection is 92 per cent occupied, the companies said.
The joint venture aligns with the recently announced expansion of Al Maryah Island, valued at more than Dhs60bn, which includes additional commercial, residential, retail and hospitality developments.
Retail JV to ‘set a new standard for how luxury retail is curated’
Talal Al Dhiyebi, group chief executive officer of Aldar, said: “This milestone marks the foundation of Abu Dhabi’s future luxury retail ecosystem, which will be underpinned by the creation of elevated and signature customer experiences. Together with Mubadala, we are connecting Abu Dhabi’s flagship retail destinations under Aldar’s management and creating a retail champion that will not only elevate the Emirate’s global appeal but also set a new standard for how luxury retail is curated, experienced, and scaled.”
Mubadala focused on building national champions
Dr Bakheet Al Katheeri, chief executive officer of UAE Investments Platform at Mubadala, said: “This retail joint venture marks a significant milestone in our strategic partnership with Aldar and reinforces Mubadala’s commitment to cultivating competitive, future-ready destinations. It also represents the latest expression of Mubadala’s long-standing mandate to build national champions across critical industries since our inception.”
Dr Al Katheeri added, “This partnership is poised to unlock the full potential of Al Maryah Island, driven by the district’s proven success and the growing demand from global businesses and residents to be part of Abu Dhabi’s leading business and lifestyle destination.”
Under Aldar’s management, the platform is expected to generate operational and revenue synergies. Aldar’s Darna digital loyalty programme has been rolled out at The Galleria Luxury Collection and The Galleria Al Maryah Island.
The transaction expands Aldar and Mubadala’s existing collaboration across multiple real estate sectors, the companies said.
Saudi Arabia has accelerated its workforce localisation agenda with a series of increasingly broad and sector-specific Saudisation decisions, culminating in early 2026 with new mandates covering marketing and sales professions.
Led by the Ministry of Human Resources and Social Development (HRSD), the measures form part of a sustained policy effort to increase Saudi participation in private sector employment, raise job quality, and strengthen labor market stability.
Over the past two years, the government has introduced phased Saudisation requirements across healthcare, engineering, procurement, tourism, aviation, accounting, pharmacy, and technical professions. The approach combines mandatory localisation ratios, minimum wage thresholds, professional accreditation requirements, and strict compliance frameworks, signaling a structural shift in private sector workforce composition under Vision 2030.
Sales and marketing added to Saudisation framework in 2026
The latest expansion of the Saudisation program came on January 19, 2026, when HRSD announced two new decisions targeting marketing and sales professions in the private sector, a Saudi Press Agency report said.
Under the first decision, Saudisation rates for marketing professions were raised to 60 per cent for establishments employing three or more workers. The decision applies to a broad range of roles, including marketing and advertising managers, specialists, designers, public relations professionals, and photographers. The second decision set an identical 60 per cent Saudisation requirement for sales professions, covering sales managers, retail and wholesale sales representatives, IT and communications equipment sales specialists, and commercial specialists.
Both decisions are scheduled to be implemented three months after the announcement. According to the ministry, the measures aim to enhance the attractiveness of the labor market, create quality job opportunities, and promote long-term job stability for qualified Saudi nationals.
Engineering and procurement localisation intensifies
Earlier in January 2026, HRSD introduced additional localisation requirements targeting engineering and procurement professions, further reinforcing Saudisation across technical and operational roles.
Announced on January 4, 2026, the first decision raised Saudisation in engineering professions to 30 per cent and increased the minimum monthly wage to SAR8,000. The measure applies to private and non-profit sector establishments employing five or more workers across 46 engineering roles, including architect, power generation engineer, and industrial engineer. Professional accreditation from the Saudi Council of Engineers is required, with implementation beginning six months after issuance.
The second decision raised Saudisation in procurement professions to 70 per cent, effective November 30, 2025. It applies to private sector establishments with three or more employees across 12 roles, including procurement manager, contracts manager, and warehouse keeper. A six-month preparation period was provided before enforcement.
HRSD stated that these measures aim to expand job opportunities, improve the work environment, and increase Saudi participation in vital economic sectors.
Tourism sector faces new localisation obligations
In October 2025, the Saudisation drive extended beyond profession-based quotas to operational compliance requirements in the tourism sector.
On October 15, 2025, Minister of Tourism Ahmed Al Khateeb approved new policies governing worker registration and job localization in licensed tourism facilities across the Kingdom. The regulations require establishments to register all employees within HRSD systems before commencing work and to document all contractual, seconded, or seasonal employment through the Ajeer platform or other approved systems.
Facilities operating multiple licensed branches must register employees under the specific facility file linked to each tourism license. Notably, all tourism hospitality facilities are required to have a Saudi receptionist present during working hours. The regulations also prohibit outsourcing positions subject to Saudisation decisions to entities or workers outside the Kingdom.
Authorities emphasised that compliance would be closely monitored, with penalties imposed in coordination with relevant government agencies.
Second phase of healthcare Saudisation implemented nationwide
Two days later, on October 17, 2025, HRSD and the Ministry of Health implemented the second phase of Saudisation for four healthcare professions in the private sector.
The decision raised Saudisation targets to 80 per cent for therapeutic nutrition and physiotherapy, 70 per cent for medical laboratories, and 65 per cent for radiology. Minimum monthly wages were set at SAR7,000 for specialists and SAR5,000 for technicians.
The measure followed the initial phase launched earlier in the year and was framed as part of efforts to enhance national competencies, expand job opportunities, and support the Health Sector Transformation Program. Procedural guidelines were published to clarify compliance requirements.
Initial healthcare rollout began in April 2025
The healthcare localisation initiative began on April 17, 2025, when HRSD and the Ministry of Health announced the first phase of increased Saudisation across the same four professions.
This initial phase targeted major cities, including Riyadh, Makkah, Madinah, Jeddah, Dammam, and Al Khobar, as well as large and mega-sized companies in other regions. Saudisation rates were set at 65 per cent for radiology, 80 per cent for clinical nutrition and physiotherapy, and 70 per cent for medical laboratory professions.
The ministries confirmed at the time that a second phase covering remaining establishments would begin on October 17, 2025.
Pharmacy, dentistry, and engineering Saudisation takes effect
On July 27, 2025, HRSD implemented additional Saudisation decisions in partnership with the Ministry of Health and the Ministry of Municipalities and Housing, targeting pharmacy, dentistry, and technical engineering professions.
Pharmacy professions were assigned Saudisation targets of 35 per cent in community pharmacies and medical complexes, 65 per cent in hospital pharmacy activities, and 55 per cent in other pharmacy-related roles, applying to establishments with five or more employees. A minimum salary of SAR7,000 was required for inclusion.
Dentistry professions were set at a 45 per cent Saudisation rate in the first phase, with a minimum salary threshold of SAR9,000. Technical engineering roles were assigned a 30 per cent Saudisation requirement for establishments with five or more employees, with a minimum salary of SAR5,000.
These decisions followed a broader announcement made on January 26, 2025, when HRSD issued localisation measures covering 269 professions across multiple sectors.
The framework included phased Saudisation for pharmacy, dentistry, accounting, and technical engineering roles. Accounting professions were scheduled to begin localization on October 22, 2025, starting at a 40 per cent Saudisation rate and increasing gradually to 70% over five years. HRSD stated that the measures were designed to expand employment opportunities across all regions of the Kingdom and support Vision 2030 objectives.
Aviation Saudisation set the early template
The localisation drive gained early momentum in March 2024 with the implementation of the second phase of Saudisation for licensed aviation professions.
Effective March 4, 2024, the decision targeted private sector establishments employing five or more workers in aviation roles, setting Saudisation rates of 60 per cent for flight attendants and 70 per cent for fixed-wing pilots. Professional accreditation from the General Authority of Civil Aviation was required, and procedural guides were issued to support implementation.
