ADNOC Distribution has delivered its strongest quarterly performance since its IPO, reporting Q3 2025 EBITDA of Dhs1,171m, up 15.9 per cent year-on-year, alongside net profit growth of 21.5 per cent to Dhs811m.

The nine-month results show EBITDA of Dhs3,243m (Dhs3.2bn), a 12 per cent increase year-on-year, with net profit reaching Dhs2,118m (Dhs2.1bn), up 15.6 per cent.

Fuel volumes reached a record 11.7bn litres in the first nine months, and the company added 85 new service stations, including 72 in Saudi Arabia.

Acting CFO Ali Siddiqi spoke to Gulf Business editor, Neesha Salian, about the drivers of this success, the company’s ambitious expansion plans, and its push into technology, EV infrastructure, and customer-centric innovation.

The year’s third quarter saw record EBITDA and net profits. What are the factors behind this growth?

Our growth story is translating strongly into numbers, which is always satisfying for a CFO. I would say the momentum comes from four key drivers.

First, retail fuels are performing exceptionally well across the GCC. We’ve recorded nearly nine per cent growth, setting new records every quarter. It’s a mix of macroeconomic growth, a growing population, strong vehicle sales, and the fact that we’ve invested in having the right assets, in the right locations, run by the right people.

Second, our non-fuel retail business is expanding even faster — gross profit grew by 14.7 per cent year-on-year, and transactions reached 39.6 million, up 10.2 per cent. This tells you our focus on convenience stores and our “Oasis by ADNOC” refresh are paying off.

Third, B2B fuel sales have grown well, driven by industrial demand and strong client relationships. And fourth, we’ve been very disciplined about margin management — optimising our portfolio mix and maintaining profitability despite expansion.

ADNOC Distribution added 85 new service stations this year, primarily in Saudi Arabia. How do you balance rapid expansion with returns?

Saudi Arabia is a new but highly strategic market for us. Our expansion there is built on a capital-light, dealer-owned company-operated model, meaning the dealers invest in the assets while we operate them to ADNOC standards.

This allows us to scale fast and build a strong footprint without straining capital. Once that foundation is set, we can fully capitalise on Saudi Arabia’s growth potential.

At the same time, we’re balancing our overall capital allocation between expanding our UAE network, investing in our C-store and non-fuel retail business, and developing new concepts such as “The Hub”, which will redefine the customer experience. Add to that our EV charging rollout and a focus on operational excellence, and we’re ensuring that every dirham spent today positions us for the next phase of growth.

You mentioned EV charging and The Hub as key future pillars. What’s the strategy behind those?

We’ve already installed close to 400 EV chargers across the UAE, and utilisation is rising steadily. What’s encouraging is that EV users aren’t just charging — they’re spending time in our C-stores, cafés, and quick-service restaurants. That’s a strong sign that the EV customer journey aligns perfectly with our retail model.

“The Hub” is another major evolution. It’s about taking the ADNOC experience beyond refuelling — creating a lifestyle and community space for modern customers. It will combine premium retail, dining, and convenience, setting a new standard for forecourt retail in the region.

Non-fuel retail is becoming a key growth pillar. What innovations should customers expect?

We see huge headroom for growth. Our coffee business, for instance, is already the top-rated coffee in the UAE, but we’re still expanding our food and beverage range with healthier and more premium options.

We’re also improving yields across our property rental portfolio, car wash, and automotive services. Every part of the forecourt is being reimagined to deliver value — from the customer’s perspective and from a shareholder’s perspective.

Technology and AI are core to ADNOC Distribution’s strategy. How are these investments shaping your operations and customer experience?

It’s not optional anymore — technology is embedded in everything we do. Whether we’re building a station, upgrading a store, or improving customer engagement, there’s a digital layer built in.

We currently have more than 20 AI initiatives active across the company. These range from hyper-personalised customer offers to inventory optimisation and predictive analytics. With a loyalty base of half a million members, AI helps us understand customer preferences in real time and tailor experiences accordingly.

In short, we’re not just adopting technology; we’re building an AI-native business that’s agile and customer-centric.

As CFO, how do you prioritise growth, investment, and shareholder returns?

Extending our dividend policy to 2030 with quarterly payouts from Q1 2026 is a top priority. At the same time, a resilient balance sheet enables us to fund growth while maintaining financial stability. Cost management is critical; we’ve committed to reducing like-for-like costs by Dhs183m and are nearly halfway there. Our approach ensures we invest wisely while keeping the business lean, profitable, and positioned for long-term growth.

In a volatile economic climate, what principles guide you and other CFOs in the region?

Three principles are key. First, world-class risk management — uncertainty is real, and robust mitigation is essential. Second, a resilient balance sheet capable of absorbing shocks without disrupting strategy.

Third, building and empowering the right team, with talent, vision, and ownership critical to navigating complexity. These principles help us sustain momentum and achieve strategic objectives even in uncertain times.

Read: ADNOC Distribution’s Athmane Benzerroug on robust results, customer experience and sustainability

The global travel industry is entering an era where commercial success is no longer driven solely by scale or efficiency, but by the ability to deliver meaningful, personalised experiences. As travellers’ values shift, luxury brands must adapt their commercial models to meet a new set of expectations: hyper-personalisation, holistic wellness, and itineraries that prioritise depth over breadth.

For the luxury ocean travel sector, this is not just an evolution — it’s a redefinition of the entire guest experience, and in turn, the revenue models that sustain it.

From standardisation to personalisation

For decades, the travel industry has leaned heavily on standardisation to achieve operational consistency and cost efficiency. But in luxury, this model is giving way to something more bespoke. Today’s high-value travellers are no longer content to fit into a pre-designed experience; they want the experience to fit them.

This shift has profound commercial implications. Personalisation allows brands to build deep emotional connections with guests, increasing loyalty and lifetime value. In ocean travel, that might mean crafting a journey that reflects a guest’s culinary preferences, wellness goals, or desire for cultural immersion. At Explora Journeys, we see personalisation not as a luxury “add-on,” but as an integral part of the business model.

For example, our team proactively gathers guest insights before they board — from preferred dining styles to activity interests — and uses them to tailor everything from in-suite amenities to shore experiences. This approach transforms the guest relationship from transactional to relational, which not only enhances satisfaction but also drives ancillary revenue as guests are more inclined to invest in experiences that feel uniquely theirs.

Wellness as a revenue driver

Wellness is no longer a niche travel segment; it’s a global priority. The Global Wellness Institute estimates the wellness tourism market will reach $1.3 trillion by 2025, growing twice as fast as the overall tourism sector. For luxury travel providers, this is not just an opportunity — it’s a necessity.

Wellness now encompasses much more than spa treatments or yoga classes. Guests are seeking holistic, integrated experiences that align with their physical, mental, and emotional wellbeing. This is driving demand for curated fitness programmes, nutrition-focused dining, sleep optimisation, and even biohacking experiences.

From a commercial standpoint, the key is integration. Instead of offering wellness as a standalone product, the most successful models weave it throughout the journey. Onboard, this could mean personalised nutrition consultations, sunrise meditation sessions, and spa therapies rooted in the destinations visited. Ashore, it might include guided hikes with local naturalists, visits to thermal springs, or culinary workshops focused on longevity diets.

Wellness-focused experiences typically command higher margins and attract guests willing to invest significantly in their wellbeing. More importantly, they create brand advocacy — wellness travellers are some of the most engaged, loyal, and vocal brand ambassadors.

Mindful itineraries: Depth over breadth

One of the most significant changes in luxury travel is the move towards mindful itineraries — journeys designed to slow down, immerse, and connect. Traditionally, ocean voyages have often been structured to maximise the number of ports visited, sometimes at the expense of deeper exploration. Today’s luxury traveller is pushing back against that pace.

Mindful itineraries focus on fewer destinations but allow for richer, more meaningful experiences in each. This approach has commercial benefits: it enables more sophisticated partnerships with local suppliers, reduces operational costs related to constant repositioning, and aligns with growing consumer demand for sustainable travel practices.

At Explora Journeys, we intentionally design our routes to spend more time in fewer places, often including overnights and extended stays. This allows guests to experience a destination’s culture, cuisine, and community in a way that short visits simply cannot deliver. It also opens opportunities for exclusive, high-value shore experiences that contribute significantly to onboard revenue.

A holistic commercial model

The integration of personalisation, wellness, and mindful itineraries is more than just an enhancement to the guest experience — it forms the foundation for a more resilient and profitable commercial model. Personalisation strengthens guest satisfaction and fosters loyalty, which naturally leads to repeat bookings and an increased willingness to invest in additional experiences. Wellness, when embedded into every stage of the journey, commands premium pricing and cultivates passionate brand advocates who not only return but also influence others to travel. Mindful itineraries, by focusing on depth rather than breadth, bring operational efficiencies, enhance sustainability credentials, and open the door to richer collaborations with local partners.

When these elements work in harmony, they create an ecosystem that diversifies revenue streams well beyond ticket sales. A guest who feels seen and understood is more likely to book a private wellness retreat, embark on an exclusive culinary excursion, or indulge in a bespoke dining experience — each one representing incremental value for the brand. It’s a model that thrives on emotional connection and authenticity, ensuring that commercial growth and guest satisfaction evolve in tandem.

The role of technology

Technology is the quiet partner that enables commercial innovation in this space. In luxury, its role is to work seamlessly behind the scenes, ensuring that the guest’s experience feels entirely human and personal.

The most successful brands will use data and AI not as a replacement for service, but as a way to empower it, anticipating needs, fine-tuning itineraries, and tailoring offers in real time, all while keeping the focus on genuine human connection.

Imagine predictive insights gently guiding a crew member to suggest a private dining experience just when a guest is looking for something special, or offering a wellness treatment at the perfect moment. Done well, this creates not only higher engagement and conversion, but also the sense that every interaction is intuitive, thoughtful, and just for them.

Looking ahead

The luxury travel market is poised for strong growth, but its trajectory will be shaped by brands that can adapt to the evolving mindset of their guests. Personalisation, wellness, and mindful itineraries are no longer optional; they are core to both guest satisfaction and commercial sustainability.

As an industry, we must move beyond seeing these as trends and recognise them as fundamental shifts in how we create value. For Explora Journeys, this philosophy is woven into every aspect of our design, operations, and partnerships.

Luxury ocean travel has always been about the journey, but today, that journey is defined not by how far or fast we go, but by how deeply we connect — with ourselves, with the places we visit, and with the people we meet along the way. That’s not just good for the guest; it’s good for business.

The writer is the chief commercial officer at Explora Journeys

The modern business world requires organisations to tackle ambitious, innovative yet complex projects in an increasingly interconnected world.

The ability to deliver results efficiently and effectively has never been more critical. Project management skills are rapidly emerging as a key pillar in driving this effort forward, bridging strategy with execution and enabling teams to turn organisations’ visions into reality.

At the same time, students and early-career professionals are recognisng the growing demand for skilled project managers and the opportunities this field offers.

Certifications such as the PMP (Project Management Professional) and CAPM (Certified Associate in Project Management) are essential tools for individuals and organisations alike, reinforcing credibility, enabling skill enhancement, and providing competitive advantage.

For students and young professionals, certifications provide a structured entry point into the field of project management. Mohamad Bahij Jamil, a student currently pursuing the CAPM certification, explains how it became a natural first step for him: “I decided to pursue the CAPM certification because I wanted to equip myself with the right tools and foundational knowledge to thrive in today’s competitive job market. The fact that it doesn’t require prior experience made it all the more accessible and encouraging.”

By studying for the CAPM, students gain insights into key concepts like stakeholder communication, risk management, and process groups. These skills are not only valuable for project management roles but also transferable across industries and functions. Mohamad reflects on the impact it has already had on his career prospects: “Even just having ‘Pursuing CAPM’ on my resume has noticeably drawn attention in interviews and job applications. It demonstrates a clear intent and seriousness about my career path.” In an increasingly competitive job market, where candidates often struggle to differentiate themselves, a credential signals commitment and professionalism, setting individuals apart from their peers.

Strategic value of project management certifications

Organisations, too, are recognising the strategic value of project management certifications. Across industries, these credentials have become benchmarks for hiring and for talent development, ensuring employees possess the technical, leadership, and business acumen required to drive success.

At DP World Group Planning & Project Management Department (GPPMD), certifications play a pivotal role in maintaining a competitive edge. Asmae El Kzadmi, group assistant manager – Planning at GPPMD, describes how these certifications have been transformative for their workforce: “Leading the PMP programme under our partnership has been one of GPPMD’s most rewarding milestones. We’re not just offering training; we’re empowering colleagues with globally recognised credentials and the confidence to lead projects more effectively.”

The results speak for themselves. One-third of GPPMD’s high-potential cohort enrolled in certifications last year, reflecting a growing appetite for rigorous, industry-standard training. This investment ensures that teams are equipped to manage large-scale, complex projects—whether it’s port expansions, autonomous cranes, or net-zero initiatives.

Similarly, Petroleum Development Oman (PDO) sees certifications as integral to achieving organisational goals. Hilal Bhat IDCD2 IM&T Project Delivery Lead-Infra for PDO highlights their importance in ensuring consistency and quality across projects: “For project/programme management roles, we are more likely to shortlist candidates with these qualifications because they indicate a standardised knowledge base and commitment to best practices. Certified professionals tend to bring greater clarity, structure, and measurable outcomes to projects.” In industries like oil and gas, where projects are high-stakes and timelines are non-negotiable, certified professionals bring a level of discipline and precision that is critical for success.

What makes these certifications particularly compelling is their ability to bridge the gap between academic learning and real-world application. For students like Jamil, certifications like the CAPM offer a head start in understanding the practicalities of project management. For employers like DP World and PDO, certifications ensure that new hires are equipped with a standardised skill set that aligns with industry needs. Jamil reflects on what he has learned so far: “One of the most eye-opening takeaways has been just how much responsibility a project manager holds. The success of any project depends greatly on the project manager’s oversight, coordination, and leadership.”

Project management certifications aimed at future-proofing careers

This sentiment resonates strongly with employers. At DP World, certifications have become synonymous with delivering value. “Talent costs money; poorly managed projects cost fortunes,” notes Kzadmi. “Certified professionals tilt that equation in our favor, turning complex ambitions into repeatable value.” Similarly, PDO emphasises the role of project management in driving broader organisational objectives, from digital transformation to sustainability. Their focus on fostering local talent through certifications aligns with Oman Vision 2040, ensuring that project management excellence contributes to long-term national development.

To further support learners and professionals in advancing their careers, initiatives like Cert Summer have been introduced. Cert Summer is a global programme designed to help individuals future-proof their careers during a time when others might hit pause. It empowers participants to invest in themselves, whether they are applying for their first certifications, renewing existing credentials, or earning PDUs to maintain their qualifications.

Programmes like this turn seasonal downtime into a launchpad for growth, giving professionals and students alike the opportunity to gain a competitive edge — even if it isn’t summer in their part of the world. With hundreds of enthusiasts joining the programme in its most recent cycle, it has proven to be a powerful tool for building momentum and advancing careers.

For both students and employers, project management certifications represent a significant return on investment. Students gain a competitive edge in the job market, while employers benefit from improved project outcomes and enhanced organisational performance. The demand for these certifications is growing rapidly, with organisations increasingly viewing them as essential for building high-performing teams. At PDO, for example, certifications are seen as benchmarks of credibility, especially in multidisciplinary environments where clarity, structure, and measurable outcomes are paramount.

Ultimately, these certifications are more than just credentials — they are a catalyst for personal and organizational transformation. They empower students to take control of their careers and give employers the confidence that their teams can handle the complexities of modern business environments. As Kzadmi aptly concludes, “Watching that annual badge become a badge of honor proves we’re investing in our greatest asset: Our People.”

Whether you’re a student taking your first steps into project management or an employer striving to build a culture of excellence, certifications offer a clear and proven path forward.

Water security is such a critical part of every country’s future growth plan and yet we often forget to mention the people responsible for this vital infrastructure.

Vision 2030 has rightly placed water security at the heart of sustainable growth, with billions being invested in desalination, reuse, and stormwater programmes that will support thriving cities and industries. Saudi Arabia has built one of the most advanced water sectors in the world. It produces over 11 million cubic meters of desalinated water every day, according to SWCC reports, making it the largest desalination market globally.

However, infrastructure alone cannot secure the kingdom’s water future. Technology can be imported, plants can be constructed, and pipelines can be laid. What determines long-term resilience is not just the systems themselves, but the people who operate and sustain them. And here lies one of the most urgent challenges for Vision 2030: the talent gap.

The talent gap: A transition gap

In order to deliver on Saudi Arabia’s ambitious infrastructure pipeline, the readiness of the local workforce must keep pace. Saudi universities graduate tens of thousands of engineers every year, but only a small proportion are exposed to practical training in desalination, wastewater, or distribution networks before entering the job market. Studies confirm that a growing mismatch exists between academic outputs and industry expectations.

A 2024 study examining graduate employability across Saudi industries found that employers perceive significant deficiencies in practical, job-relevant skills and soft competencies, reinforcing the need for structured development to bridge the gap between education and employment.

This is where the private sector and teaching institutes need to work together to fill the knowledge gaps. Saudi Arabia has already created institutions like the SWCC Saudi Water Academy that delivers accredited qualification programmes for new graduates on desalination technologies, plant operations, and water quality, designed to bridge the gap between classroom learning and the technical demands of the sector. Similarly, at AVK Saudi Valves Manufacturing Company, we have been running valve training programmes for 40 years to give graduates applied exposure and prepare them for careers in the water sector.

From compliance to capability

To meet the challenges of delivering clean, fresh water to growing cities all across Saudi Arabia, the focus must shift from Saudisation as compliance to Saudisation as capability.

Companies that are delivering products into infrastructure projects need to understand that meeting hiring quotas may achieve short-term policy targets, but it does not in itself build the technical depth or leadership confidence needed to sustain complex systems.

True resilience comes when Saudi engineers are fully empowered and equipped—not just to participate in the workforce, but to lead it.

Building talent, securing the future

The kingdom is entering a decisive decade for water. Demand is projected to rise by more than 30 per cent by 2030, even as climate pressures intensify and resources are stretched further. The infrastructure being built today is world-class, but without a workforce prepared to sustain it, the kingdom risks jeopardising its own efforts. The next step is to invest with equal ambition in water talent, empowering Saudi engineers as the custodians of their nation’s most critical resource.

What is needed now is a national framework that hardwires collaboration between universities, industry, and regulators. This means embedding practice-based learning in engineering curricula, scaling sector-led training academies, and ensuring every major water project also functions as a platform for knowledge transfer to Saudi professionals.

Leaders driving water security in Saudi

Having invested in Saudi Arabia for more than four decades, we have seen first-hand the capability and ambition of Saudi engineers when they are given the opportunity. Many who joined the sector as trainees are now leaders shaping its future. This is the real measure of progress: not just pipelines and plants, but people prepared to sustain them.

Today’s engineers will be the leaders who safeguard Saudi Arabia’s water security tomorrow and in doing so, they will not only help achieve Vision 2030 they will ensure the kingdom’s security for generations to come.

The writer is the HR manager at AVK Saudi Valves Manufacturing Company.

WHOOP, a human performance company, and Lean Business Services, a leading digital health solutions provider in Saudi Arabia, announced a strategic partnership to integrate advanced physiological analytics into the kingdom’s national health platforms. The initiative aligns with Saudi Vision 2030’s goal of promoting preventive health and longevity.

The partnership will enable co-development of innovative health products and exploration of new commercial opportunities, providing individuals and organisations with actionable data to optimise recovery, performance, and long-term wellness.

Integrating best-in-class technology by partnering with Whoop: Alrasheed

Engineer Mohanned Alrasheed, CEO of Lean Business Services, said the alliance “connects all aspects of wellness” and positions the kingdom to move from reactive care to proactive, preventive health. “By partnering with WHOOP, we are integrating best-in-class performance and recovery data into the national platforms Lean operates, creating a powerful new tool for our nation,” he said.

Will Ahmed, Founder and CEO of WHOOP, added that the company is evolving into a “health operating system” to improve both healthspan and performance. “Together, we aim to empower individuals and institutions with data-driven insights that enhance recovery, resilience, and longevity at scale,” Ahmed said.

The partnership will explore secure data interoperability in the coming months, bridging daily performance metrics with broader national wellness objectives. It underscores a shared vision of embedding advanced, data-driven insights into Saudi Arabia’s digital health ecosystem and reflects the GCC’s growing focus on preventive healthcare innovation.

Read: ‘WHOOP 5.0 Is our biggest leap yet’, says founder and CEO Will Ahmed