Dubai’s Roads and Transport Authority (RTA) has announced operating schedules for public services during the 54th Eid Al Etihad (Union Day) holiday, covering customer centres, parking, public transport and inspection facilities across the emirate.

Public parking across Dubai will be free on Monday, December 1, and Tuesday, December 2, excluding multi-storey facilities and Al Khail Gate N-365.

Standard fees resume on Wednesday, December 3.

Customer Happiness Centres will close on Monday, December 1, and Tuesday, December 2.

Smart Customer Happiness Centres in Umm Ramool, Deira, Al Barsha, Al Twar and RTA Headquarters will continue operating around the clock.

Vehicle inspection facilities under Service Provider Centres will also shut for the two-day holiday, and normal working hours will resume on Wednesday, December 3.

Dubai Metro services during Eid Al Etihad holiday

Dubai Metro services will run on Saturday, November 29, from 5am to 1am the following day, and on Sunday, November 30 from 8am to 1am.

On Monday and Tuesday, December 1 and 2, both Red and Green lines will operate from 5am to 1am.

Dubai Tram timings are set for Saturday, November 29, from 6am to 1am; Sunday, November 30, from 9am to 1am, and Monday and Tuesday, December 1 and 2, from 6am to 1am.

RTA has advised the public to check the S’hail app for changes to the Dubai Bus schedule during the holiday period.

Marine transport schedules for December 1 and 2 were made available through an online link provided by the authority.

Saudi Arabia’s urban transformation under Vision 2030 is accelerating at a scale unmatched anywhere in the region, creating new demand for developers capable of reimagining how people live, work, and build community. Among the companies entering this next phase is Egypt-based Mountain View, which has built its reputation on an unconventional philosophy: real estate is not about buildings, but about human happiness. Speaking at Cityscape Global 2025, Eng. Amr Soliman, founder and chairman of Mountain View, explained how the company’s expansion into the Kingdom is anchored in a model that blends behavioural science, architecture, design, and lifestyle programming.

Mountain View’s long-term partnership with the US-based Delivering Happiness consultancy has shaped its development methodology. As Soliman explained, “We learn how to do it in a scientific way… What makes you happy is the third place. That’s our job, to provide for our clients.”

While traditional real estate focuses on homes, offices, and masterplans, Mountain View builds around what Soliman calls the “third place”—the environment where community, hobbies, wellness, events, and social life intersect. “You see your hobbies, you see activity, you see social life, you see retail and food and beverage — but not like the regular food and beverage just to eat,” he noted. “It’s how to make events and entertainment and even goodness… how to engage people in real life.”

Designing the ‘third place’: more than smart homes and amenities

Soliman believes that most smart-home innovations in the market today miss the point. “Smart… is ridiculous also, because you go to a smart room in a hotel and you don’t know how to do the curtains and the light. You need a manual to do that,” he said. In his view, over-engineered digital systems ignore the core purpose of real estate — enhancing everyday quality of life.

At Mountain View, smartness and sustainability are used only where they support human experience. “Everything… has to lead to the happiness of the customer, of the real life,” Soliman said.

This philosophy shapes both the “hardware” (architecture and homes) and the “software” (the lifestyle ecosystem). The company’s Lighthouse concept replaces traditional clubhouses with a blended digital-physical model — combining community spaces, courts, activities, and an app that personalises resident experiences. “When you join Mountain View, you go to the app, you know what’s your activity daily, weekly,” he said. The system uses “happiness tests” to match residents with hobbies, experiences, and community touchpoints.

Soliman argues that real estate has long underserved the majority of people who simply want meaningful experiences, not elite-level performance. “We care not about professional players… They are the real market for us and the real people,” he said.

Entering the Saudi market: deep cultural insight, not generic replication

With more than 50,000 clients — representing over 200,000 residents — the company believes it understands how people live, interact, and aspire to shape their communities. This experience, Soliman said, is directly transferable to Saudi Arabia, a market he considers rich in values, family orientation, and evolving global aspirations.

“We see real people. We see every family have three, four kids… This is the real market for us. That’s why we came here,” he said.

Mountain View is also investing deeply in understanding the essence of Salmani architecture, not just replicating its visual elements. “We get deep in it and understand how it was, what’s the essence… not only the shape of triangle or something,” he said. The firm is blending heritage with global influences — including fashion — by integrating materials such as leather and wood into a modern Najdi aesthetic. “We combine it to make a different house,” he added.

Mountain View has already announced two major projects in Riyadh:

• Mountain View One – Riyadh:
Located north of the city near IKEA and Thumama Street — a 500-villa development with an investment of USD 320 million.

• Haya (Life):
A second project featuring 1,700 villas, representing more than USD 600 million in investment.

Across both developments, the company will deploy over USD 1 billion in the Saudi market. Soliman emphasised that the initial focus is execution, not expansion. “We need to focus on these two projects… we don’t want any project in Riyadh more until next Cityscape while we prove it on the ground,” he said.

While Mountain View is exploring additional Saudi cities, it will prioritise construction quality and delivery before announcing new destinations. “Actually what we need now is construction, construction and build what we had,” Soliman noted.

Soliman underscored that partnerships — with government entities, private developers, investors, and communities — are central to Mountain View’s expansion philosophy. “We believe in win, win, win. Three win,” he said. “We believe in win with the government… and the other win is the customers.”

This model, he argues, is essential in a market where land holdings are large, ambitions are high, and expectations from regulators and homeowners continue to rise. “If you have the three win, you have the right way,” he added.

Mountain View sees Saudi Arabia not just as a growth market but as the ideal environment to redefine how people experience urban life. For Soliman, the kingdom’s demographic depth, cultural identity, and appetite for global design make it a perfect match for the company’s philosophy.

By blending the “science of happiness,” personalised lifestyle ecosystems, and deeper cultural authenticity, Mountain View aims to deliver something more than housing — it aims to deliver meaning, belonging, and joy.

Saudi Arabia is reimagining luxury travel, and Red Sea Global is at the forefront. From the barefoot escapism of The Red Sea to the curated wellness and cultural immersion of AMAALA, the group is redefining what it means to experience high-end hospitality in the kingdom.

In this conversation, Brett Armitage, group head of Global Branding and Marketing at Red Sea Global, shares how storytelling, purposeful partnerships, and transformative experiences are shaping these next-generation destinations, positioning Saudi Arabia as a global benchmark for sustainable, human-centred luxury.

The Red Sea and AMAALA are redefining the meaning of luxury in Saudi Arabia. How do you approach crafting distinct brand identities for both while maintaining a unified vision under Red Sea Global?

Each destination represents a unique facet of our collective vision for regenerative tourism. The Red Sea embodies barefoot luxury and natural wonder, a sanctuary of discovery and renewal set amid pristine islands and coral reefs. AMAALA, on the other hand, is an expression of curated, ultra-luxury wellness and cultural immersion, where art, architecture, and wellbeing intersect.

Despite their distinct personalities, both are bound by Red Sea Global’s overarching philosophy: to deliver meaningful experiences that enhance people’s lives while protecting the planet. This unified purpose allows us to create differentiated brands that share one DNA, one defined by sustainability, authenticity, and transformative experiences.

How is luxury brand segmentation evolving, and what role does it play in attracting different types of high-value travellers to new destinations like The Red Sea and AMAALA?

Luxury today is no longer defined by material excess; it’s about access, purpose, and personalisation. We’re seeing clear segmentation within high-value travellers: from the conscious explorer seeking connection with nature, to the wellness connoisseur in pursuit of inner balance, to the cultural curator drawn to art and design.

By understanding this evolving psychographics, we can design experiences that truly resonate with each guest profile. The Red Sea speaks to those seeking purity, adventure, and reconnection, while AMAALA appeals to the discerning few looking for transformation through art, wellness, and culture.

Together, they position Saudi Arabia as a destination that satisfies a spectrum of modern luxury mindsets.

Storytelling is central to building emotional connection in luxury branding. How are you using narrative and design to express the essence of Saudi Arabia’s next-generation destinations?

Storytelling allows us to translate our destinations into emotional journeys rather than just physical places. Every element from architectural design to guest experience draws from Saudi Arabia’s rich natural and cultural heritage.

At The Red Sea, the story begins with nature: the interplay of desert, sea, and sky becomes a metaphor for balance and renewal.

At AMAALA, the narrative focuses on transformation, a celebration of art, wellness, and human creativity. Through design, tone, and visual identity, we’re creating destinations that invite guests to become part of the story, not just spectators.

Partnerships are increasingly a way for luxury brands to demonstrate purpose. How does Red Sea Global choose collaborators that align with its sustainability and cultural authenticity goals?

We collaborate with partners who share our commitment to regeneration, not just sustainability. Whether it’s hospitality brands, architects, or wellness innovators, we seek those who view luxury as a force for good.

Our partnerships are guided by three principles: purpose, authenticity, and innovation. Purpose ensures our projects have a measurable positive impact. Authenticity keeps us rooted in Saudi heritage and community, and innovation drives us to pioneer new ways of delivering responsible luxury. Each collaboration strengthens our ecosystem of brands working toward a shared global mission.

As someone with experience shaping global hospitality brands, how do you see guest expectations shifting, and what does “transformative luxury” mean in the context of The Red Sea and AMAALA?

Guests are seeking experiences that change them emotionally, intellectually, or spiritually. Transformative luxury means creating moments of meaning that stay with people long after they leave.

At The Red Sea and AMAALA, that transformation comes from connection: to self, to nature, and to culture. Whether it’s witnessing thriving coral ecosystems, engaging with Saudi artisans, or participating in holistic wellness programs, our guests will feel part of something larger, a movement toward travel that regenerates rather than consumes.

Looking ahead, how can brand architecture and strategic marketing help position Saudi Arabia as a global benchmark for sustainable luxury travel?

Our brand architecture is built to elevate Saudi Arabia’s global presence through clarity, cohesion, and credibility. By positioning The Red Sea and AMAALA as distinct yet complementary pillars under Red Sea Global, we’re defining a new category of luxury, one rooted in regeneration.

Strategic marketing amplifies this story across markets, combining world-class branding with thought leadership in sustainability and innovation. Ultimately, our goal is not just to attract travellers, but to inspire an industry-wide shift proving that the future of luxury is sustainable, inclusive, and deeply human.

From importing luxury Italian furniture in the early ‘90s to redefining Dubai’s supercar scene and eventually entering high-end real estate, NABNI Developments has always moved with ambition and detail.

Today, under co-founder and CEO Badr Abdulla Alhelo Alsuwaidi, the company is steering its third era, one shaped by design-driven projects, premium materials, and a refusal to follow the cookie-cutter path. With a portfolio that includes Dubai’s first smart building and, most recently, the first standalone Waldorf Astoria residential tower outside the US, Alsuwaidi reflects on the legacy that shaped NABNI and the vision driving its next chapter.

How has your family’s entrepreneurial journey shaped the way you approach business today?

The values of hard work, integrity, and the vision to build for the future rather than just the present are values that have been passed down through the generations. My father instilled in us the importance of ensuring risk is calculated, how to find resilience, and the value of never compromising on quality.

These principles continue to define NABNI’s approach today. As the third generation steps in, they offer a fresh perspective on technology, embrace sustainability, and continue to push boundaries of the ever-evolving definition of luxury.

From Creekside trading to pioneering Dubai’s supercar scene, and now real estate, your family has constantly evolved. What drives that spirit of reinvention across generations?

Our journey has always been guided by a deep appreciation for quality, whether it’s the unmistakable roar of a world-class supercar or the elegance of hand-selected marble from a remote Italian quarry. Our passion for excellence, paired with meticulous attention to detail, has consistently shaped our family’s business ethos.

With each new chapter, we’ve embraced innovation. From building and launching the world’s largest Lamborghini showroom – and ultimately becoming the brand’s global sales leader, to being the first developer in Dubai to focus exclusively on high-end commercial properties tailored to the city’s fast-growing business sector, reinvention has been central to our growth.

As Dubai evolved, so did we. We made a strategic pivot into the luxury residential space, responding to rising demand from both local buyers and international investors. This led us to develop in Al Furjan and, most recently, to launch the Waldorf Astoria Residences Dubai Business Bay, which is the flagship of our portfolio.

With this project, we’re offering a curated lifestyle that combines sophisticated architecture, bespoke services and enduring value for residents. At the heart of everything we do is the desire to create something extraordinary – led by our passion, imagination and commitment to detail.

With the Waldorf Astoria Residences Dubai, designed by Carlos Ott, what statement did you want NABNI to make about Emirati-led luxury real estate?

The UAE has established itself as a key market on the global luxury property stage, and by bringing the first standalone Waldorf Astoria Residences outside the US here, NABNI only stands to underline this.

Collaborating with such a storied brand and bringing the project to life with renowned leaders in the realm of design, such as Carlos Ott and HBA, is a statement in itself.

In terms of lifestyle and offerings, the ‘Residences’ will set new standards in luxury living on an international level, with discreet elements of Middle Eastern design incorporated that ground the tower and bring a strong sense of identity.

As third-generation family members begin to join the business, how are you passing on values like mentorship, resilience, and humility while still encouraging innovation?

Generational wisdom has always guided our journey, and the notion of perpetuating our values within our culture. We engage the younger family members through programmes that pair them with leaders who embody our core principles.

Through storytelling, hands-on involvement and open dialogue, we hope to instil resilience and humility as essential traits. We encourage fresh perspectives by fostering an environment where innovation is not only welcomed but expected… Youth bring a new energy, outlook – and most importantly, the courage to challenge the status quo. This balance ensures that our legacy is honoured, even as we continue to evolve.

Dubai’s real estate landscape is changing rapidly. How is NABNI adapting to evolving buyer preferences, particularly in the luxury segment?

With Waldorf Astoria Residences Dubai Business Bay, we have pushed the boundaries of luxury living – our target audience is HNWIs who appreciate quality and are looking for a certain lifestyle that is seamless. The sleek, sculptural tower features exquisite finishes and contemporary fixtures; every inch exudes quality, refinement and excellence. Residences are beautiful, comfortable, feature advanced smart technology, and are among the largest on the market. Amenities include the world’s highest ‘Golf-in-the‑Sky’ simulator, adult and family pools, spa facilities, yoga and meditation zones, fitness studios, multipurpose gathering areas and the famed Waldorf Peacock Alley lounge. In terms of services, guests can choose from wellness offerings to a 24/7 concierge, housekeeping, secretarial offerings, and so much more. This level of quality, amenities and servicing makes us stand apart.

Sustainability and smart technologies are increasingly important in property development. How is NABNI incorporating these trends into your projects?

Sustainability is at the forefront of all of our developments; for example, Waldorf Astoria Residences Dubai Business Bay embodies sustainable living through a combination of design, materials, and technology. It features energy-efficient architecture that maximises natural light and ventilation, reducing reliance on artificial cooling and lighting. The structure incorporates sustainable building materials such as recycled steel, low-VOC paints, and FSC-certified wood. In addition, it uses cutting-edge green technology, including greywater recycling systems and high-efficiency insulation to lower overall energy and water consumption. Every detail minimises environmental impact while maximising comfort and luxury. Our design approach integrates with the tower’s natural surroundings, enhancing both environmental health and resident quality of life, contributing to a sustainable future.

Alongside these initiatives, Waldorf Astoria Residences Dubai Business Bay units are equipped with intelligent home automation systems that give residents control over lighting, climate and appliances to optimise comfort and energy efficiency. Smart sensors and AI-driven monitoring track water and power usage in real time, promoting sustainable habits. Advanced building management systems streamline energy distribution across the tower, while discreet smart access control enhances security.

A standout feature is the AI-powered mobility experience. Our smart lifts are linked to license plate recognition, so when a resident’s vehicle enters, the system detects their arrival and ensures a private elevator is waiting.

What emerging opportunities or challenges do you see for Emirati developers in a post-pandemic, globalised real estate market?

Post-pandemic, we’ve seen both risks and opportunities for Emirati developers: on the positive side, Dubai has solidified itself as a global gateway for investment, attracting HNW clients who are not only in search of a residence but also a lifestyle that offers security, connectivity and world-class facilities. This presents endless opportunities for developers to promote properties, leveraging branded residences, hospitality partnerships and smart, sustainable living solutions that appeal to discerning international buyers. At the same time, the market is becoming more competitive and more astute, which means that developers must balance growth with speed and discipline, keeping quality, design excellence and regulatory compliance in focus to stay ahead. Also, incorporating green solutions and smart tech is no longer a choice; it is becoming an expectation in gaining global investors’ interest.

For Emirati developers, the challenge is to differentiate authentically while staying aligned with Dubai’s broader vision as a forward-looking, globally competitive and cosmopolitan city. In my opinion, those who can combine local insight with international standards will be best positioned to thrive in this new era.

How do you balance honouring your family’s legacy with seizing opportunities in a fast-changing global real estate landscape?

Balancing legacy with the future is always delicate, but it is about staying true to the values that built our strong foundation while embracing change – to ensure we remain relevant in a fast-changing world. Our family’s legacy has always been defined by certain principles, and these guide every decision we make today. At the same time, we recognise that the global real estate market is evolving rapidly, and to succeed, you need to be hugely innovative.

By combining the trust and credibility earned over generations with forward-looking strategies, we ensure our projects are not only rooted in heritage but also designed for the future. It is this dual approach of honouring where we come from whilst seizing new opportunities that allows us to create developments that stand as both tributes to our past and investments in the generations to come.

AD Ports Group said on Thursday it has agreed to sell its 9.77 per cent stake in NMDC Group to Alpha Dhabi Holding for Dhs1.6bn ($436m).

The port operator received the stake ahead of NMDC’s listing in February 2022 from Abu Dhabi Developmental Holding Company – ADQ.

In less than four years, the investment delivered a total shareholder return of 17 per cent, based on dividends received and capital gains, using book value as of Q3 2025 as a reference.

The divestment forms part of AD Ports Group’s plan to monetise non-core assets when market conditions are favourable.

It is the company’s third non-core sale this year, following the sale of land at Khalifa Economic Zones – Abu Dhabi (KEZAD) to Mira Developments and the sale of two logistics warehouses in KEZAD to Aldar Properties.

AD Ports Group to use proceeds from sale to fuel projects

Proceeds from the transaction will be used to reduce debt and redeploy capital into higher-returning projects, the company said. AD Ports Group reported net debt of Dhs17bn as of September 30.

“This agreement with Alpha Dhabi is a result of the group’s durable commitment to intelligently managing its assets and value creation strategies, with the proceeds strengthening the group’s financial position and capital structure,” MD and group CEO Captain Mohamed Juma Al Shamisi said.

He added: “Under the wise guidance of our leadership in the UAE, AD Ports Group is focused on efficiently managing its asset portfolio and deploying its financial strengths to increase shareholder value, enhance the services delivered to our customers, and fulfil our primary mission of enabling trade. In the future, we will continue to actively manage our asset base to unlock and maximise value.”

Hamad Salem Al Ameri, MD and group CEO of Alpha Dhabi Holding, said the acquisition “underscores our commitment to investing in high-impact industrial verticals that support Abu Dhabi’s diversity and inclusion agenda”, adding that the strategy focuses on scalable opportunities aligned with national priorities while balancing industrial growth with environmental responsibility.

With the purchase, Alpha Dhabi’s holding in NMDC Group will rise to about 77 per cent.

In October, AD Ports Group sold land in KEZAD’s Al Mamourah district to Mira Developments in a Dhs2.47bn deal.

On November 11, it completed the sale of two built-to-suit logistics warehouses in KEZAD to Aldar Properties for Dhs570m.