Investigation

Etihad Airways has unveiled a significant digital upgrade to its corporate travel offering with the launch of the Etihad for Business portal. This milestone in the airline’s digital transformation coincides with the launch of its inaugural flight to Al Alamein, Egypt, reinforcing Etihad’s commitment to both corporate and leisure travelers.

Read-Etihad’s route expansion: What’s behind the 7 new destinations?

The newly launched portal enables corporate clients to manage their entire travel programme through a single, user-friendly digital interface, a WAM report said.

Businesses can now monitor travel spend, access contract details, and redeem credits for travel-related benefits in real time.

“We’ve created a platform that puts control directly in our corporate partners’ hands,” said Javier Alija, Vice President of Global Sales & Distribution at Etihad Airways. “Companies can now manage everything from performance tracking to benefit redemptions through one simple interface.”

The Etihad for Business programme rewards companies with credits based on travel volume. These credits can be redeemed for a variety of perks including seat upgrades, lounge access, priority check-in, and ground transportation services—designed to enhance the travel experience for corporate employees.

Key features offer flexibility and insights

The platform is built to streamline business travel operations and reduce administrative burdens. Among its key features:

• Real-time performance tracking

• Transparent tiering requirements

• Automated reporting tools

• Contract management capabilities

• Self-service benefit redemptions

• Dedicated online support and account services

Companies of all sizes can access different levels of service based on their travel needs, while advanced analytics and expanded features are expected in future updates.

“Business travel management should be straightforward, not complicated,” Alija added. “Our portal delivers exactly that—a user-friendly experience that helps companies maximise the value of their travel programmes.”

Etihad adds Al Alamein as seasonal summer destination

In parallel with its digital rollout, Etihad Airways has launched its first-ever flight to Al Alamein (DBB), a scenic Egyptian city on the Mediterranean coast. The new seasonal route enhances the airline’s summer leisure offerings with twice-weekly flights from Abu Dhabi, operating on Thursdays and Sundays.

“The launch of Al Alamein reflects our strategic focus on expanding Etihad’s network to serve high-demand seasonal routes,” said Antonoaldo Neves, Chief Executive Officer of Etihad Airways. “As leisure travel continues to grow, destinations like Al Alamein offer tremendous appeal for our guests seeking premium summer experiences.”

The dual developments showcase Etihad’s evolving strategy—investing in both digital transformation and network growth to serve a broader customer base. With its enhanced business travel tools and growing list of leisure destinations, Etihad continues to position itself as a forward-thinking global airline.

Dubai’s Roads and Transport Authority (RTA) has announced the commencement of major construction work on the Dubai Metro Blue Line, a landmark project poised to reshape the city’s transport landscape.

As a result, key traffic diversions have been introduced in the Mirdif area to facilitate construction, prompting authorities to urge residents and commuters to plan ahead.

Read-Dubai Metro Blue Line: How will it change commuting in the city

In a statement issued via its official X (formerly Twitter) account, the RTA confirmed the closure of the roundabout intersection between 5th and 8th Street near City Centre Mirdif. Traffic from 5th to 8th Street and vice versa is now being diverted via Algeria Street. To ensure continued access to City Centre Mirdif, alternative routes to the mall’s parking areas have been provided. A U-turn near Ghoroob Square has also been introduced to aid residents and maintain traffic flow from City Centre Mirdif Street.

These diversions mark the initial phase of groundwork for the Blue Line, a critical addition to Dubai’s expanding metro network and a core component of the Dubai 2040 Urban Master Plan.

Game-changer in urban mobility

The Dubai Metro Blue Line is set to span 30 kilometers and feature 14 stations, serving nine key districts expected to be home to more than one million residents by 2040. The line is designed to significantly enhance connectivity across Dubai, linking residential, academic, and commercial zones, and integrating seamlessly with the existing Red and Green metro lines.

The Blue Line will connect the Green Line at Creek Station in Al Jaddaf and the Red Line at Centrepoint Station in Al Rashidiya. It will also offer direct metro access to Dubai Silicon Oasis—one of five key urban centres identified in the Dubai 2040 Urban Master Plan—and Academic City, a growing academic hub projected to serve more than 50,000 university students by 2029.

The Blue Line will operate along two primary routes:

• Route One (21 km): Starts at Creek Interchange Station on the Green Line in Al Jaddaf, running through Dubai Festival City, Dubai Creek Harbour, Ras Al Khor, and International City 1, including a major underground interchange. The line continues through International City 2 and 3 to Dubai Silicon Oasis and Academic City. This route includes 10 stations.
• Route Two (9 km): Begins at Centrepoint Station on the Red Line, traversing Mirdif and Al Warqa before connecting to International City 1 Interchange Station. This segment includes four stations and is supported by a new metro depot at Al Ruwayyah 3.

The project’s 14 stations include five underground and nine elevated stations, three of which, Al Jaddaf (Creek Station), Al Rashidiya (Centrepoint Station), and International City 1, will serve as interchange stations. A standout feature of the network is the iconic station in Dubai Creek Harbour and a 1,300-metre-long viaduct crossing Dubai Creek, the first of its kind in the metro network.

Enhancing connectivity and accessibility

Designed with inclusivity and sustainability in mind, the Blue Line stations will feature integrated transport facilities such as public bus bays, taxi stands, bike and e-scooter racks, and accessible parking for People of Determination, an RTA press release said.

With an ultimate capacity to serve over 850,000 passengers daily, the Blue Line is expected to handle 200,000 riders per day by 2030, increasing to 320,000 by 2040. These projections reflect both the city’s rapid urban expansion and the growing demand for efficient, sustainable public transportation.

The Blue Line will also contribute to economic decentralization, providing easier metro access to densely populated residential communities such as Al Rashidiya, Al Warqaa, Mirdif, and International City, home to landmarks like Dragon Mart.

The Blue Line represents the fifth strategic public transportation initiative by the RTA, joining the Red Line, Green Line, Route 2020, and Dubai Tram. With the line’s completion, Dubai’s railway network will grow from 101 km to 131 km. The total number of metro and tram stations will rise from 64 to 78, while the fleet of trains will expand from 140 to 168, including 157 metro trains and 11 trams.

As a flagship infrastructure project, the Blue Line is aligned with the broader goals of the Dubai Economic Agenda D33 and the Dubai 2040 Urban Master Plan. It will support both population growth and economic diversification, while helping reduce reliance on private vehicles.

Economic and environmental impact

Initial RTA studies highlight a strong economic case for the Blue Line. By 2040, the project is expected to generate more than AED 56.5 billion in cumulative benefits, including savings in travel time, fuel consumption, accident-related fatalities, and carbon emissions. The estimated benefit-cost ratio stands at 2.60, meaning every Dirham spent on the project is expected to return Dhs2.60 in value.

The line is also expected to ease road congestion in surrounding areas by 20% and increase the value of adjacent land and properties by as much as 25 per cent. Significantly, the Blue Line will offer a direct connection between Dubai International Airport and nine of the city’s key districts.

Sustainability and innovation

The Dubai Metro Blue Line is the first transportation project in the city to fully meet green building standards, earning a Platinum Category certification. The design prioritizes sustainability, cost-efficiency, and ease of maintenance. The network’s largest underground interchange station—located in International City 1—spans over 44,000 square meters and is projected to handle 350,000 passengers daily.

Advanced rail systems, smart station designs, and integration with other modes of public transport will further reinforce Dubai’s reputation for transit innovation.

A cockpit recording of dialogue between the two pilots of the Air India flight that crashed last month supports the view that the captain cut the flow of fuel to the plane’s engines, said a source briefed on US officials’ early assessment of evidence.

Read-Air India crash: How will it challenge the airline’s ‘world class’ ambitions

Below are a few facts about engine fuel switches, their functions in the aircraft and their movements on the Air India flight.

What are fuel switches?

They are switches that regulate fuel flow into a plane’s engines. They are used by pilots to start or shut down engines on the ground or to manually shut down or restart engines if an engine failure occurs during a flight.

Aviation experts say a pilot would not be able to accidentally move the fuel switches that feed the engines. But if moved, the effect would be immediate, cutting off engine power.

There are independent power systems and wiring for the fuel cutoff switches and the fuel valves controlled by those switches, according to US aviation safety expert John Cox.

Where are the fuel switches located?

The two fuel control switches on a Boeing 787, in Air India’s case equipped with two GE engines, are located below the thrust levers.

The switches are spring-loaded to remain in position. To change one from run to cutoff, a pilot has to first pull the switch up and then move it from run to cutoff or vice versa.

There are two modes: ‘CUTOFF’ and ‘RUN’.

What happened on the fatal Air India flight?

According to the flight recorder, a few seconds after takeoff, switches for both engines transitioned to ‘CUTOFF’ from ‘RUN’ one after another with a time gap of one second. As a result, the engines began to lose power.

One pilot was heard on the cockpit voice recorder asking the other why he cut off the fuel. “The other pilot responded that he did not do so,” the report said.

The report did not identify which remarks were made by the flight’s captain and which by the first officer.

The first officer was at the controls of the 787 and asked the captain why he moved the fuel switches into a position that starved the engines of fuel and requested that he restore the fuel flow, the source briefed on U.S. officials’ early assessment told Reuters.

Both switches were flipped back to ‘RUN’, according to the preliminary report, and found in the ‘RUN’ position at the crash site.

When fuel control switches are moved from ‘CUTOFF’ to ‘RUN’ while the aircraft is in flight, each engine’s control system automatically manages a relight and thrust recovery sequence of ignition and fuel introduction, the report said.

“No sane pilot would ever turn those switches off in flight,” especially as the plane is just starting to climb, US aviation safety expert John Nance said.

Charlotte Robins, MD of Policy and Legal at the Dubai Financial Services Authority (DFSA), shares how nearly 100 expressions of interest from six jurisdictions in the Tokenisation Regulatory Sandbox reflect growing global demand for responsible financial innovation.

In this interview, Robins discusses the models that stood out, how the initiative aligns with Dubai’s D33 economic agenda, and how the DFSA is balancing innovation with robust regulation to position the DIFC as a top-four global financial hub.

The Tokenisation Regulatory Sandbox attracted 96 expressions of interest from six jurisdictions. What does this level of global interest tell you about the future of tokenisation and DFSA’s regulatory positioning?

The global interest in our Tokenisation Regulatory Sandbox signals the importance of, and growing appetite for, responsible innovation, and recognises the appeal of DFSA’s regulatory approach to innovation. As a regulator, our role is to support innovation and its positive contribution to the financial markets in ways that maintain market integrity and protect the public interest within the DIFC. By working closely with local and global firms through the sandbox, we are encouraging responsible innovation and helping to ensure that new ideas are tested against regulatory expectations.

What were some of the most promising or innovative tokenisation models proposed by applicants? Were there any particular sectors — like sukuk or property funds — that stood out?

The expression of interest process provided the DFSA with valuable insight into the diversity and maturity of tokenisation models being developed globally. The DFSA received nearly 100 responses – includingproposals to tokenise financial assets and instruments, such as bonds (including Islamic bonds, or sukuk), units in a fund (including money market funds and property funds), and the trading and safe custody of those assets – reflecting the broad potential of tokenisation across the financial ecosystem.

The initiative attracted strong interest from both established financial institutions wishing to explore tokenisation use cases and innovative start-ups looking to scale breakthrough digital asset solutions in a regulated environment. Applications were received from within the UAE and from other regions such as the UK, EU, Canada, Singapore and Hong Kong.

Can you walk us through the evaluation process? What key factors determined whether a firm was invited into the Innovation Testing Licence programme versus granted full authorisation?

As a brief recap, the expression of interest (EOI) period ran from March– April this year. Thereafter we conducted an initial assessment of the submissions received and whether the tokenisation activities fall within our regulatory perimeter of financial services activities that can be conducted in the DIFC.

Following these assessments, the DFSA had discussions with a majority of the applicants and shortlisted those that were sufficiently clear on their business model, ready to do business in and from the DIFC and had a level of familiarity with DFSA rules, and therefore ready to progress to the next stage.

In June, a number of firms were then invited to prepare their applications, either for the Innovation Testing Licenceprogramme (ITL), which is our regulatory sandbox, or where the business model is sufficiently matured and tested in other markets, for a full licence.

The DFSA assesses the firms’ readiness to apply for the Tokenisation Sandbox based on the ITL eligibility criteria that we have in place, such as:

How does the DFSA strike a balance between enabling financial innovation and ensuring market integrity, particularly with emerging technologies like tokenisation?

At the DFSA, we recognise that robust, balanced, and proportionate regulatory frameworks have a key role to play in creating an environment in which innovative firms can thrive. On this basis, we create, and tailor our regulatory regimes appropriately and don’t seek to impose unnecessary regulatory burden, and inadvertently stifle innovation. To that end, we always publicly consult on any changes to our rulebook to ensure that our approach to regulation:

1. Is proportionate and risk-based enough to foster beneficial innovation, yet robust enough to avoid a race to the bottom and a loss in trust and confidence;
2. Evolves and adapts in line with market developments, adopting the principle of “same activity, same risk, same regulatory outcome”; and
3. Focuses on regulatory outcomes that meet the needs of local markets rather than adopting a ‘one-size-fits-all’ regulatory approach.

Additionally, on an ongoing basis we proactively engage with market participants, their advisors, and industry bodies, for example, to ascertain how our regulatory regime can be enhanced and improved e.g., via industry webinars, roundtables, outreaches, and consultation. In such an area where rapid change appears to be a permanent feature of the environment within which these markets operate, we see both collaboration and industry engagement as being essential.

From investment tokens to stablecoin approvals, the DFSA has taken progressive steps in digital asset regulation. How will insights from this sandbox phase inform future regulatory developments?

Insights from our sandbox – the Innovation Testing License, will allow us to observe how innovative technologies perform in a controlled environment. This will enable us to identify potential risks, benefits and gaps in existing regulation, which will in turn lead to more informed balanced, and adaptive policymaking that supports innovation while protecting consumers. We are continuously developing our models and policies to ensure that they don’t stifle growth whilst ensuring investor protection and responsible innovation.

In May 2025, we published an explainer guide to clarify the process of applying to the ITL sandbox so that we can continue to empower innovators with the knowledge they need to engage with the DFSA and bring transformative financial services to market in the DIFC.

We’re seeing more interest in innovation / crypto – firms coming to us and we collaborate with other regulatory standard-setter via groups such as the Global Financial Innovation Network (GFIN) to ensure that we share-knowledge and best practices. As a regulator, it’s important that we are balance growth and innovation whilst continuing to protect our stakeholders, investors and the market.

In terms of what we are seeing in the innovation space – Tokenisation is probably at the top of the list.

How does the Tokenisation Regulatory Sandbox align with Dubai’s D33 economic agenda? In your view, what role will tokenisation play in helping DIFC become one of the world’s top four financial hubs?

The DFSA’s regulatory ITL Sandbox aligns with Dubai’s D33 economic agenda by enabling safe experimentation with tokenised and innovative financial products – positioning the DIFC at the forefront of FinTech innovation. As Dubai aims to become one of the world’s leading financial hubs, our sandbox serves as a practical mechanism for translating policy into real-world outcomes. Attracting global players while shaping regulation which is ready for the future. By embedding tokenisation within a transparent framework, we are not only fostering innovation, but setting global standards, cementing Dubai as a leading jurisdiction for digital finance.

DFSA has been opening its regulatory sandbox to non-traditional financial institutions and tech startups. What strategies are you deploying to ensure diverse participation—and how is that shaping your regulatory toolkit?

To ensure diverse participation of non-traditional financial institutions (NBFIs) and tech start-ups in the ITL programme, DFSA implements a combination of outreach, design flexibility, incentivisation and support mechanisms. Some of the key strategies implemented by the DFSA include:

Initiatives such as the DFSA’s Tokenisation Regulatory Sandbox underscores the DFSA’s commitment to enable innovation in a way that is responsible, informed, and aligned with global regulatory best practice – supporting the DIFC’s position as a leading hub for digital finance, and aligning with Dubai’s Economic Agenda D33, which aims to make Dubai one of the world’s top four global financial hubs by 2033.

As previously mentioned, our sandbox, will allow us to observe how innovative technologies perform in a controlled environment which will in turn enable us to identify potential risks, benefits and gaps in existing regulation – resulting to more informed balanced, and adaptive rulemaking.

Read: From a key new law to tech at DIFC Courts: Ayesha Bin Kalban shares her insights

The Central Bank of the UAE (CBUAE) has imposed a financial penalty of Dhs600,000 ($163,000) on a branch of a foreign bank operating in the country. The action was taken in accordance with Article (137) of Decretal Federal Law No. (14) of 2018 concerning the Central Bank and Organisation of Financial Institutions and Activities, along with its subsequent amendments.

The sanction follows examinations carried out by the CBUAE, which found that the branch had failed to meet the requirements set out in the Market Conduct and Consumer Protection Regulations and Standards.

Read: UAE Central Bank boosts gold reserves by over 19% in Q1

In a statement, the CBUAE reaffirmed its commitment to ensuring all banks and their employees comply with UAE laws and the regulatory framework established by the Central Bank. These efforts are aimed at safeguarding transparency and upholding the integrity of the banking sector and the broader financial system.