talabat posts strong 2025 growth, plans $100m investment

For 2026, talabat has earmarked more than $100m for investments to scale grocery integrated vertical (talabat mart) and enhance the loyalty subscription programme

Neesha Salian

13 February, 2026

talabat posts strong 2025 growth, plans $100m investment

Image: talabat

Article Summary

talabat reported strong 2025 results with significant GMV and revenue growth, reaching $9.5B and $3.9B respectively. Adjusted EBITDA hit $615M. Driven by groceries and subscription services, the company plans over $100M in strategic investments for 2026 to further scale these offerings. A $219M final dividend was issued, bringing the total to $421m. They forecast continued growth in 2026.

talabat, the MENA region’s leading on-demand delivery platform, has capped off a resilient 2025 with strong financial performance and an ambitious vision for the future, announcing more than $100m in strategic investments for 2026 to scale its grocery and loyalty subscription offerings.

The company reported full-year gross merchandise value (GMV) growth of 28 per cent at constant currency to reach $9.5bn, while revenue grew 33 per cent to $3.9bn.

Adjusted earnings before interest, taxes, depreciation, and amortisation (EBITDA) hit $615m, representing a 6.5 per cent margin, with net income reaching $464m — margins that CEO Toon Gyssels described as “amongst the highest in the industry”.

Scalability across dynamic markets

The fourth quarter showcased continued momentum, with GMV climbing 21 per cent year-on-year to $2.5bn, driven by robust order volume growth across all markets and surging adoption of talabat pro, the company’s loyalty subscription programme.

Revenue for the quarter reached $1bn, up 26 per cent, while adjusted EBITDA grew 13 per cent to $156m.

“I am very pleased to report that in 2025, we demonstrated the strength and scalability of our business model by delivering robust growth and profitability despite a dynamic operating environment,” said Gyssels. “We achieved GMV growth of 28 per cent at constant currency with an Adjusted EBITDA margin of 6.5 per cent and a net income margin of 4.9 per cent, amongst the highest in the industry.”

The company’s performance met or exceeded guidance across all key metrics, with adjusted free cash flow reaching $559m, equivalent to 5.9 per cent of GMV and representing a cash conversion ratio of 91 per cent.

Strategic growth drivers are gaining traction

talabat’s diversification strategy is yielding results, with its groceries and retail (G&R) segment significantly outpacing food delivery growth.

G&R GMV surged 45 per cent in Q4 to $788m, now representing 32 per cent of total GMV compared to 27 per cent a year earlier.

Non-GCC markets also demonstrated strong momentum, with GMV growth of 57 per cent reaching $501m for the quarter.

The company’s GMV-to-revenue conversion ratio improved to 42 per cent, up from 40 per cent in the prior year, reflecting higher contributions from talabat mart and subscription revenues.

Investment plan for 2026

With the full support of its board, talabat is launching a disciplined investment cycle for 2026, earmarking more than $100m for two strategic priorities: scaling talabat mart, its grocery integrated vertical, and enhancing talabat pro across all eight markets.

For talabat mart, investments will focus on improving affordability to accelerate customer adoption, increasing store density to reinforce its speed-led value proposition, and expanding supply chain infrastructure to enhance product assortment and availability. The company expects these investments to be offset over the long term through higher advertising and non-merchandising revenue, noting “strong early traction already demonstrated in the best performing talabat mart markets.”

The talabat pro subscription programme, now available across all eight markets following successful launches in Egypt and Iraq in 2025, will receive incremental investments to enhance value for both customers and vendors.

The programme already delivers benefits including free delivery, booster discounts, on-time guarantee, priority support, dine-out discounts, and partner services such as streaming and ride-hailing.

“As we enter 2026, we are now taking a deliberate step to invest more in our business with the full support of our Board,” Gyssels explained. “We have earmarked more than $100m in ecosystem investments for 2026 as we aim to expand our multi-vertical subscriber base by enhancing the value proposition of our talabat pro loyalty subscription programme and scaling talabat mart, our grocery integrated vertical. While this will weigh on near-term margins, we are confident this is the right strategy to maximise shareholder value in the medium and longer term.”

Final dividend

Reflecting robust cash generation and confidence in the business outlook, talabat‘s board has recommended a final dividend of $219m, bringing total dividends for 2025 to $421m, exceeding previous guidance of $400m. This represents a 90 per cent payout of reported net income, demonstrating the company’s commitment to shareholder returns alongside growth investments.

For 2026, talabat expects GMV growth of 11-14 per cent at constant currency, Adjusted EBITDA of $510-540m, net income of $280-310m, and free cash flow of $370-400m. The guidance incorporates instashop’s expected performance and reflects the near-term margin impact of strategic investments.

The board and management remain aligned that this disciplined approach will strengthen competitive positioning, build capacity for future growth, and maximise long-term shareholder value, while maintaining the dividend policy of 90 per cent of net income.

Read: talabat Kitchens raises network to 30+ hubs across MENA

Food Logistics Talabat 2025 results

Why World Health Expo Labs signals a new era for diagnostics

As Medlab Middle East marks 25 years, its transformation into WHX Labs signals a bigger ambition, placing laboratories at the centre of the global healthcare ecosystem

Neesha Salian

13 February, 2026

Why World Health Expo Labs signals a new era for diagnostics

Tom Coleman, portfolio director at Informa

Article Summary

Medlab Middle East has rebranded as WHX Labs, reflecting the evolving healthcare landscape. The event aims to position labs as central to policy, investment, and system-wide outcomes. A dual-venue format allows for both in-depth diagnostics focus and broader healthcare ecosystem engagement. AI is becoming integral to lab operations, and central labs are transforming into data intelligence hubs.

After 25 years as the region’s leading diagnostics platform, Medlab Middle East has evolved into WHX Labs, reflecting a shift in how healthcare now operates. In this interview, Tom Coleman, portfolio director at Informa, explains the strategic thinking behind the World Health Expo identity, the logic of a dual-venue format, and how WHX Labs is positioning laboratories as critical players in policy, investment, and system-wide healthcare outcomes.

Medlab Middle East has transitioned to WHX Labs in its 25th year. What was the strategic thinking behind adopting the “World Health Expo” identity, and how does this reposition the event within the global healthcare ecosystem?

The transition from Medlab Middle East to WHX Labs marks both an evolution and a strategic expansion of purpose. Over 25 years, Medlab established itself as the leading laboratory diagnostics platform in the region. However, the pace of change in healthcare, particularly the convergence of diagnostics, digital health, data, therapeutics, and population health, meant that laboratories could no longer be viewed in isolation.

The World Health Expo (WHX) identity reflects this reality. It positions WHX Labs not simply as a diagnostics exhibition, but as a core pillar within a broader, integrated global health ecosystem. The rebrand allows us to elevate the conversation from products to systems, from testing to outcomes, and from regional relevance to global leadership. Importantly, WHX is a global architecture, not a single event. WHX Labs sits alongside WHX and WHX Leaders as part of a connected platform that spans policy, investment, innovation, and clinical delivery, placing laboratories at the centre of healthcare decision-making rather than at the periphery.

With WHX Labs staying at Dubai World Trade Centre and the co-timed WHX moving to the Dubai Exhibition Centre at Expo City, how are you managing the visitor experience across two venues, and what does this format unlock that a single-site event could not?

The dual-venue format is a deliberate strategic choice designed to scale ambition without compromising experience. WHX Labs remains anchored at Dubai World Trade Centre, reflecting its technical depth, established laboratory community, and specialist focus. WHX, hosted at Dubai Exhibition Centre at Expo City, provides the scale and infrastructure required for the wider healthcare ecosystem: hospital design, digital health, medical devices, wellness, and policy engagement.

From a visitor perspective, the experience is carefully curated through:

Integrated registration and digital planning tools
Scheduled shuttle connectivity
Clear thematic zoning and agenda alignment
Distinct but complementary content journeys

What this unlocks is something a single venue cannot: depth and breadth simultaneously. It allows laboratory professionals to engage deeply with diagnostics while seamlessly connecting into the wider healthcare value chain, investors, policymakers, hospital operators, and technology leaders, without diluting either experience.

This format reflects how healthcare actually functions today: interconnected, multidisciplinary, and increasingly global.

The Middle East and Africa laboratory market is projected to grow at a double-digit rate through the decade. Which markets or sub-segments are driving that momentum, and how is WHX Labs 2026 facilitating meaningful commercial and investment connections across the region?

Growth across the Middle East and Africa laboratory market is being driven by a combination of demographic pressure, healthcare reform, and technological leapfrogging. Key momentum drivers include:

Gulf Cooperation Council (GCC) markets investing heavily in diagnostics infrastructure, genomics, and AI-enabled laboratories
North and East Africa, where public-private partnerships are expanding access to pathology, molecular diagnostics, and reference laboratories
Rapid growth in molecular testing, genomics, blood screening, microbiology automation, and point-of-care solutions
Increased focus on local manufacturing, supply chain resilience, and regional distribution hubs
WHX Labs 2026 is designed to convert this momentum into action. We facilitate this through:
Curated buyer and investor programmes
Country-led delegations and ministerial engagement
Private roundtables linking diagnostics providers with health systems and capital

The objective is not volume networking, but high-quality, commercially relevant connections that accelerate deployment, investment, and scale across the region.

In 2026, AI is increasingly embedded directly into laboratory workflows rather than sitting on the sidelines. What are you seeing on the exhibition floor that signals a shift from AI as decision support to AI as an operational partner in diagnostics?

What is most striking at WHX Labs is that AI is no longer being positioned as an optional layer, it is becoming infrastructure. On the exhibition floor, we are seeing:

AI embedded directly into analysers, middleware, and laboratory information systems
Automated sample triaging, prioritisation, and workflow optimisation
AI-driven quality control, anomaly detection, and predictive maintenance
Closed-loop systems where AI not only interprets results but actively manages laboratory operations.

This represents a fundamental shift: AI is moving from supporting human decisions to executing operational decisions at scale. For laboratories under pressure from workforce shortages, cost containment, and rising test volumes, AI is increasingly viewed as a co-worker rather than a tool.

WHX Labs provides a critical platform for laboratories to assess these technologies in real-world contexts — beyond pilots and proofs of concept.

With the rise of precision medicine, antimicrobial resistance concerns and the expansion of point-of-care testing, how do you see the role of the traditional central laboratory evolving over the next five years?

The central laboratory is not diminishing, it is transforming. While point-of-care testing will continue to expand, particularly in acute and remote settings, the central laboratory will increasingly serve as:

The data intelligence hub of the healthcare system
The backbone for genomics, advanced molecular diagnostics,
and population health analytics
A critical player in antimicrobial stewardship and surveillance
The integrator of decentralised testing data into coherent
clinical insight

Over the next five years, we expect central laboratories to become more automated, more digital, and more strategically embedded within health systems.

Their value will be measured not just by turnaround times, but by their ability to drive clinical decisions, inform policy, and support preventive care at scale.

WHX Labs exists to support this evolution, by connecting laboratories to technology, capital, policy, and global best practice at a moment when their strategic importance has never been greater.

Diagnostics World Health Expo Labs

Why Dubai’s hotel finance chiefs are becoming “algorithmic accountants”

In Dubai’s fast-moving hospitality landscape, reactive management is costly, reveals Zakaria Siddqui, cluster director of finance and business support at Sofitel Dubai The Obelisk

Rajiv Pillai

13 February, 2026

Why Dubai’s hotel finance chiefs are becoming “algorithmic accountants”

Article Summary

Dubai's competitive hospitality sector demands finance leaders be "algorithmic accountants," using predictive tools for strategic foresight, says Zakaria Siddqui. This shift from reactive bookkeeping involves embedding predictive modeling for demand forecasting, cost management, and operational efficiency. AI-driven systems, like those optimizing energy and reducing food waste, enhance profitability and sustainability. Future finance leaders need strategic thinking and strong communication to...

As Dubai’s hospitality market grows more competitive and data-driven, the role of the finance leader is undergoing a structural transformation. For Zakaria Siddqui, cluster director of finance and business support at Sofitel Dubai The Obelisk, the modern finance director is no longer a backward-looking bookkeeper but what he calls an “algorithmic accountant” — a strategist equipped with predictive tools, commercial insight, and operational influence.

In a city where demand can shift overnight due to global travel flows, mega-events, and macroeconomic trends, the ability to forecast — not just report — has become a competitive advantage.

“The shift is about moving from hindsight to foresight,” Siddqui explains. “Traditionally, finance teams looked backward: we closed the month, explained variances, and reported what had already happened. Today, with better data and smarter tools, we can look forward with greater confidence.”

At Sofitel Dubai The Obelisk, predictive modelling is now embedded into day-to-day decision-making. “That means using predictive models to anticipate demand, cost pressures, or cash flow needs ahead. We spend less time compiling numbers and more time interpreting them to generate insight and support better decisions.”

In Dubai’s fast-moving hospitality landscape, reactive management is costly. “In Dubai’s fast-moving and competitive market, reacting late to global trends is costly,” he says.

The evolution of the finance director

The modern hotel finance director sits far closer to commercial strategy than ever before. Siddqui describes a shift from transactional oversight to long-term value creation.

“Today’s finance director sits much closer to the heart of the business. Beyond being guardians of the numbers, we are partners in shaping commercial strategy. That means being involved in capital investment, commercial and pricing decisions, and even guest experience priorities.”

Whether it is a restaurant refurbishment, a new guest experience concept, or a strategic partnership, financial leadership now influences asset value and brand strength.

“Every major decision, from renovating a restaurant to launching a new experience or entering a partnership, has long-term value implications. My role is to offer financial expertise and voice key considerations: what drives sustainable returns, what strengthens the asset, and what protects the brand.”

“Bookkeeping remains essential, but it is no longer the core of the job. The real value now comes from connecting financial insight with operational support and long-term ownership objectives.”

Dubai’s luxury hotel segment faces highly dynamic demand patterns shaped by seasonality, event calendars, and shifting international travel sentiment. AI-enabled revenue tools are helping properties respond with greater precision.

“Dubai is a city where demand shifts quickly by season, event calendar, and global travel trends. Smarter revenue tools help us respond with greater precision. Instead of relying only on historical patterns or intuition, we can identify emerging trends earlier and adjust pricing, inventory, and distribution accordingly.”

Importantly, this forecasting discipline extends beyond room rates.

“As director of finance & business support, this does not stop at revenue. The same forecasting discipline informs procurement, workforce planning, and operational cost management.”

“When we have a clearer view of expected demand, we can align purchasing, supplier planning, and operational resources more accurately, reducing waste, protecting margins, and improving overall efficiency across the hotel.”

For luxury brands, dynamic pricing is not about chasing occupancy. “For luxury hotels, this is not about chasing occupancy at any cost. It is about protecting rate integrity, optimising the business mix, and matching the right accommodation and experience with the right guest at the right time.”

Balancing algorithms with human judgement

Despite the rise of AI-driven systems, Siddqui is clear that hospitality remains fundamentally human.

“Data should inform decisions, not replace judgement. In luxury hospitality, the guest experience is built on genuine connection, personalised encounters, and humanity, which no algorithm can replicate.”

Technology’s role, he says, is to remove friction. “What technology does very well is remove friction behind the scenes, so teams can focus more on the guest.”

Dubai’s citywide one-time contactless check-in initiative reflects this direction. Siddqui notes that Sofitel Dubai The Obelisk is positioned to integrate such innovations “while upholding the highest standards of security and service in line with Dubai’s D33 ambitions.”

“The balance is straightforward: let systems handle administrative complexity, and let people deliver hospitality.”

Rising energy, labour, and food costs have increased complexity for hotel operators in 2026. Machine learning is delivering measurable financial outcomes in key areas.

“The biggest impact is in areas where small improvements scale quickly,” Siddqui says.

Energy optimisation is one such example. “Better forecasting of occupancy and usage patterns allows us to optimise cooling, lighting, and equipment without affecting comfort. Even a few percentage points of efficiency make a meaningful difference at asset level.”

“In 2025 alone, Sofitel Dubai The Obelisk achieved record-breaking energy savings supported by machine-learning-led cost controls.”

Food and beverage operations have also benefited from smarter analytics. “In food and beverage, smarter demand forecasting improves purchasing and production planning, reducing waste while improving margins.”

The property’s kitchens use Chefs Eye, a system that weighs, photographs, and records food waste in real time. “The kitchens of Sofitel Dubai The Obelisk use smart tools such as Chefs Eye to reduce food waste by weighing, photographing, and recording real-time data, allowing our chefs to adjust menus, portions, and the mix of offerings based on clear patterns.”

“These are not abstract goals. They appear clearly in the profit and loss statement and in sustainability metrics. Data helps turn good intentions into consistent, measurable outcomes.”

Overseeing two flagship properties requires disciplined data governance and aligned reporting standards.

“Consistency starts with clear standards: the same definitions, reporting rhythms, and performance indicators across both properties.”

“We focus on maintaining a single, reliable view of commercial, operational, and financial performance across both properties. Strong systems help, but governance and culture matter just as much.”

This unified visibility strengthens decision-making at ownership and brand level. “This level of visibility allows us to move faster, allocate resources more intelligently, and have more strategic conversations with owners and brand partners about long-term value creation.”

The next generation of hospitality finance leaders

Looking ahead five years, Siddqui believes technical competence alone will not define success.

“It will be a combination, but mindset and adaptability will matter most. Technical skills can be learned, and systems will continue to evolve. What will truly differentiate finance leaders is the ability to think strategically, communicate clearly, and bridge the gap between numbers and decisions.”

Future leaders must be comfortable with data complexity while remaining deeply connected to operational realities.

“In a market as ambitious as the UAE, the most effective finance leaders will be those who lead beyond financial performance reporting to supporting strategy, guiding investment choices, and shaping sustainable growth in the guest experience.”

In Dubai’s luxury hospitality sector, the finance function is no longer confined to the back office. It sits at the intersection of data, strategy, sustainability, and guest experience — and the algorithmic accountant is emerging as one of the industry’s most critical roles.

Read: IHG to launch first Kimpton hotel in Qatar, expanding luxury lifestyle portfolio

Dubai Hotel algorithmic accountants

Apple fixes photo exposure, Safari history bug across devices

Apple released critical security updates on February 11 to fix vulnerabilities exposing private photos and Safari history, with one flaw already exploited in targeted attacks

Gulf Business

13 February, 2026

Apple fixes photo exposure, Safari history bug across devices

Image: Getty Images/ For illustrative purposes

Article Summary

Apple released security updates (iOS 26.3, iPadOS 26.3, Safari 26.3, macOS updates) on February 11 to patch vulnerabilities affecting iPhones, iPads, and Macs. These flaws could expose private photos, browsing history, and allow unauthorized access. Apple urges users to update immediately via device settings to mitigate potential privacy and security risks, as at least one vulnerability was actively exploited.

Apple Inc has released a set of security updates, addressing vulnerabilities that could expose private photos and browsing history on its devices, according to documents on the company’s support site.

Apple has released security updates to address multiple vulnerabilities across its devices, urging users to install the latest software to reduce potential privacy and security risks.

The company released iOS 26.3 and iPadOS 26.3 on February 11, alongside Safari 26.3 and related macOS updates, as noted in security updates published on its support website.

The updates patch a range of issues affecting iPhones, iPads and Macs.

Apple said the releases fix vulnerabilities in areas including the operating system kernel, WebKit, Safari and system services.

Some of the flaws could have allowed apps to access sensitive user data or execute unintended actions. In at least one case, Apple said it was aware of reports that a vulnerability may have been actively exploited.

The company typically discloses technical details only after patches are made available, to limit the risk of further exploitation.

Apple recommends users install the updates promptly via device settings.

How to update Apple devices

On iPhone or iPad, go to Settings > General > Software Update and install iOS 26.3 or iPadOS 26.3.
On Mac, update macOS and Safari through System Settings > General > Software Update.
Enable automatic updates to ensure future security patches are installed as they become available.
Maintain device security by using a strong passcode and biometric authentication such as Face ID or Touch ID.

The updates form part of Apple’s regular security release cycle, which addresses newly identified vulnerabilities across its ecosystem.

Gadgets Apple iPhone iPad Technology iOS Safari Software Update

15 flights diverted due to UAE weather: How Fujairah Airport handled them

Flights were rerouted to Fujairah as a safe alternative destination, where airport teams managed the influx with efficiency and preparedness.

Gulf Business

12 February, 2026

15 flights diverted due to UAE weather: How Fujairah Airport handled them

Image credit: WAM/Website

Fujairah International Airport received 15 diverted flights operated by several airlines after adverse weather conditions disrupted operations at airports across the UAE and the wider region.

Flights were rerouted to Fujairah as a safe alternative destination, where airport teams managed the influx with efficiency and preparedness.

Airport officials activated approved emergency plans and coordinated immediately with relevant authorities, airlines and ground service providers to ensure smooth operations and safeguard passengers and crew, according to a WAM report.

Strategic role strengthened

The development highlights Fujairah International Airport’s growing stature as a strategic aviation hub equipped with advanced infrastructure and qualified national expertise. The airport demonstrated its ability to manage air traffic with flexibility and high operational standards, reinforcing its role in supporting the UAE’s civil aviation system.

Captain Esmaeil M Al Boloushi, general manager of Fujairah International Airport, said the successful handling of diverted flights reflects the airport’s strong operational readiness and team professionalism in maintaining safety and efficiency under all circumstances.

He reaffirmed the airport’s commitment to supporting the national aviation system in line with the highest international standards.

Fujairah Fujairah International Airport 5 diverted flights flights diverted

Ramadan 2026: UAE private sector work hours reduced

MoHRE clarified that companies may introduce flexible working arrangements or remote work systems during Ramadan, provided they remain within the reduced daily working hours

Gulf Business

12 February, 2026

Ramadan 2026: UAE private sector work hours reduced

Image credit: WAM

The Ministry of Human Resources and Emiratisation (MoHRE) has announced a reduction of normal working hours for private sector employees across the UAE by two hours per day during the Holy Month of Ramadan.

The move applies to all private sector establishments in the country and comes in line with the Implementing Regulations of Federal Decree-Law No. 33 of 2021 regarding the Regulation of Employment Relationships and its amendments.

MoHRE clarified that companies may introduce flexible working arrangements or remote work systems during Ramadan, provided they remain within the reduced daily working hours. Such arrangements should align with the company’s operational requirements and the nature of its activities.

The decision reflects the UAE’s longstanding practice of adjusting working hours during Ramadan to support employee wellbeing while ensuring business continuity across sectors.

Read: Ramadan 2026: UAE authority indicates expected first day