The head of the world’s largest international airline, Dubai’s Emirates, said on Sunday there were positive signs of progress at Boeing, having previously voiced frustration over delays in delivery of new jets from the plane maker.

Emirates President Sir Tim Clark said he was seeing a greater degree of determination from Boeing to resolve its many issues under a recently appointed CEO, and management had indicated cautious optimism over its recovery in discussion with Emirates.

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Boeing is trying to stabilise and ramp up production after a quality crisis and then labour strike shuttered production of most of its aircraft last year.

Boeing is also awaiting certification from the US Federal Aviation Administration for its 777X wide-body plane, of which Emirates has 205 on order.

Deliveries of the 777X are set to start in 2026, six years behind schedule.

Emirates has been told it could receive its first 777X any time between the second half of 2026 and the first quarter of 2027, Clark said, adding that he was sensing a more positive tone from Boeing on the plane’s progress.

Delays in plane deliveries

Boeing and European plane maker Airbus are months and years behind on new plane deliveries, frustrating airlines that want to upgrade to more fuel-efficient aircraft and launch new services.

Speaking at a news briefing on the sidelines of an IATA airline summit, Clark said the industry was still facing chronic aerospace supply problems and challenged plane makers to take responsibility.

“I am pretty tired of seeing the hand-wringing about the supply chain: you (manufacturers) are the supply chain,” Clark said.

Last week, sources told Reuters that Airbus has been warning airlines it faces another three years of delivery delays in working through a backlog of supply-chain problems.

Clark said the pandemic was no longer an acceptable excuse.

“It’s a highly consolidated industry … I don’t think they’ve managed to strip out the inefficiencies of the smaller units they brought together,” he said of the largest aerospace firms.

Tariff Impact

Emirates has not yet seen a shift in demand patterns as a result of US President Donald Trump’s tariff war, Clark told an annual meeting of the International Air Transport Association (IATA).

Clark said he expected US manufacturer GE Aerospace, which makes engines for some of Emirates’ planes, to absorb a lot of the impact from tariffs into its own margins.

GE is Emirates’ main engine supplier. It has said that it is passing along tariff costs to customers in the form of a surcharge.

Clark has previously expressed frustration with its other engine supplier, Britain’s Rolls-Royce, because some engine models have struggled with maintenance problems when operating in the world’s hottest climates.

On Sunday, Clark said opportunities still exist in the Gulf region for Rolls-Royce if it can deliver the required performance.

He left open whether a potential deal for Rolls-powered Airbus A350-1000 jets, which faltered over the durability of their engines at the Dubai Airshow in 2023, would be ready in time for the next edition in November this year.

“I am not sure about that,” he told reporters.

As governments and regulated industries across the globe grapple with the dual imperatives of technological innovation and regulatory compliance, a new blueprint for sovereign digital transformation is emerging from the UAE.

In a significant move, Microsoft and Core42 — a G42 company specialising in sovereign cloud and AI infrastructure — jointly released a comprehensive whitepaper titled “ Balancing Innovation and Compliance in the AI Era”.

The paper offers both a call to action and a strategic playbook for technology leaders navigating the challenges of data sovereignty, cloud adoption, and AI deployment in highly regulated sectors.

Bridging innovation and regulation

The central message of the whitepaper is clear: modern sovereign-enabled public cloud solutions — like the Core42 Sovereign Public Cloud powered by Microsoft Azure — eliminate the traditional trade-off between innovation and compliance.

By blending Microsoft’s hyperscale infrastructure with Core42’s ‘Insight’ platform for sovereign controls, the offering creates a secure, compliant, and highly scalable environment tailored for sectors such as government, healthcare, finance, and energy.

“This collaboration is designed to empower UAE organisations to harness the full potential of AI and cloud capabilities while ensuring data sovereignty and regulatory compliance,” said Sherif Tawfik, chief partnership officer – AI & Cloud for Sovereignty, Microsoft.

The case for sovereign public cloud

The paper presents sovereign cloud not as an optional enhancement, but as a foundational necessity for national data protection, security, and operational control — especially as AI adoption accelerates.

According to IDC, UAE public cloud spending reached $2.95bn in 2024 and is forecasted to soar to $6.47bn by 2028, growing at a CAGR of 21.7 per cent.

The same study identifies AI and cloud as the top two investment priorities for UAE organisations in 2025.

In regulated sectors, where data residency, encryption, access control, and compliance reporting are non-negotiables, sovereign-enabled public clouds stand out.

The Core42–Microsoft solution addresses these needs through:

• In-country data centres
• Pre-configured regulatory policy packs
• Advanced encryption and confidential computing
• Automated compliance monitoring
• Integration with national security operations

Transformative use cases across industries

The whitepaper highlights real-world UAE-based use cases demonstrating how sovereign public cloud adoption enables sector-specific transformation:

Finance: AI-powered fraud detection and compliance management in line with CBUAE, ADGM, and DIFC standards.

Healthcare: Predictive diagnostics and secure EHR systems integrated with Nabidh and Malaffi platforms.

Government: Citizen data protection, digital identity services, and AI-native public service delivery.

Oil and gas: Real-time analytics, supply chain optimisation, and secure handling of sensitive geospatial data.

These examples underscore that sovereign clouds are not just secure — they’re also transformative.

“Our collaboration with Microsoft ensures that we provide a cloud environment that fosters innovation while upholding the highest standards of data sovereignty,” said Adrian Hobbs, chief technology officer, Core42.

A national mission: The UAE’s sovereignty-first strategy

The sovereign public cloud initiative aligns closely with the UAE’s broader digital ambitions. Abu Dhabi is investing Dhs13bn in its goal to become the world’s first fully AI-native government by 2027.

Supporting over 11 million digital interactions daily between government, citizens, and businesses, the sovereign cloud platform developed by Core42 and Microsoft is a pillar of that transformation.

The whitepaper also forecasts that global spending on sovereign cloud solutions will nearly double from $133bn in 2024 to $259bn by 2027 — a clear signal that digital sovereignty is becoming a strategic imperative worldwide.

Strategic guidance for tech leaders

In its final section, the whitepaper outlines a framework for CIOs and CTOs to transition confidently to sovereign cloud environments.

Key steps include:

1. Classifying data according to UAE’s Smart Data Framework (open, confidential, secret, top secret)

2. Prioritising workloads based on sensitivity and compliance requirements

3. Measuring KPIs such as uptime, latency, and security incidents

4. Selecting sovereign-ready providers with a track record in compliance, innovation, and local regulatory alignment

A future-proof cloud for a sovereignty-first era

Microsoft and Core42’s partnership has crystallised into more than infrastructure — it is an enabling ecosystem for AI-native, secure, and compliant digital transformation.

Their sovereign public cloud aims to empower UAE institutions to innovate with confidence, knowing their data is secure, governed, and fully under national control.

As digital regulation and AI adoption grow hand in hand, the UAE’s model offers a path forward: sovereignty without compromise.

With roots in regional insight and a flair for global fashion, Annelouise and Dominic Speakman launched Junior Couture to fill a gap in the market: high-end children’s fashion that truly speaks to the lifestyle, culture, and climate of the Gulf.

Today, the brand has carved a niche for itself by offering a curated, omnichannel experience that merges global luxury with local sensibilities.

In this interview, the husband-and-wife duo share how they’re scaling their business, staying competitive, and driving sustainability in one of the fastest-growing fashion segments in the region.

What inspired you to start your brand?

Junior Couture was born out of a simple yet powerful idea: to make luxury children’s fashion more accessible, curated, and relevant to the lifestyle and tastes of families in the Gulf region.

We noticed a gap in the market – while high-end fashion was flourishing for adults, the children’s segment lacked the same level of choice, service, and regional understanding.

Our passion for fashion, combined with a deep appreciation for family values and cultural preferences, inspired us to create a premium destination that brings the best of global kidswear to our doorstep.

Luxury fashion for kids is highly competitive in the Gulf. How do you differentiate yourself from established global players?

We differentiate ourselves through a highly curated, customer-centric approach. Unlike general luxury retailers, we specialise exclusively in children’s fashion, which allows us to offer a deeper and more diverse collection tailored to every stage of a child’s development – from infants to teens.

We also blend global style with regional sensitivity, understanding the needs of modesty, climate, and local cultural events.

Our omnichannel presence, exceptional customer service, and partnerships with both iconic brands and emerging designers create a boutique experience at scale – something larger global players often struggle to replicate locally.

What are your short- and mid-term revenue goals for this market?

In the short term, we’re focused on strengthening our online and in-store presence across the GCC, with a target of 20–25 per cent year-on-year revenue growth.

For the mid-term (three–five years), we aim to double our revenue by expanding our footprint into retail space, enhancing our private label offerings, and investing in AI-driven personalisation for e-commerce.

We’re also exploring partnerships and exclusive brand drops that drive both sales and customer loyalty.

What role do you think kids’ fashion should play in shaping a more sustainable future?

Children’s fashion must lead the way in redefining conscious consumption. Kids grow fast – so there’s an urgent need to rethink waste, durability, and seasonality.

At Junior Couture, we’re championing quality over quantity, promoting brands with ethical production standards.

Educating both parents and children on sustainability is part of our mission, because shaping the future starts with the next generation.

What is the anticipated growth for high-end luxury kids fashion in the UAE and the region?

The high-end kidswear market in the UAE and wider GCC is projected to grow steadily at around 7–10 per cent annually, fuelled by rising disposable incomes, fashion-conscious millennial parents, and a strong gifting culture.

The region’s appetite for premium and luxury goods, including for children, remains resilient – even amid global uncertainties.

With international brands expanding their kids’ lines and digital retail evolving, the segment is set to become a significant contributor to the overall luxury market in the region.

What’s next for the company?

We’re looking ahead with ambition and purpose. In the next phase, we’re focusing on regional expansion, enhanced personalisation through tech, and deeper brand collaborations – especially with designers looking to enter the Middle Eastern market through children’s fashion.

We’re also launching experiential in-store concepts and lifestyle extensions that go beyond clothing – bringing the Junior Couture world into toys, interiors, and even family events.

Our ultimate goal is to become the region’s leading authority and lifestyle platform for luxury children’s fashion.

Dubai’s Roads and Transport Authority (RTA) has announced a major urban infrastructure project to upgrade Umm Suqeim Street.

The project spans from the intersection of Umm Suqeim Street with Jumeirah Street to Al Khail Road, and is part of a broader plan to enable uninterrupted traffic flow from Jumeirah to Al Qudra Road over a distance of 20 kilometres.

It is designed to improve traffic flow, accommodate urban growth, and enhance the overall quality of life for residents and visitors.

Unlike traditional roadworks, the development incorporates creative and aesthetic urban design elements. These include upgraded pedestrian walkways, a dedicated cycling track, complete streets (boulevards), and vibrant community spaces to promote social interaction and create inclusive environments.

A direct link will also be established between Mall of the Emirates Metro Station and nearby residential communities.

The initiative is part of RTA’s master plan to overhaul the surrounding road network, which includes planned upgrades to Jumeirah Street, Al Wasl Street, and Al Safa Street.

Further details will be announced in due course.

Strategic corridor to serve over two million residents

Mattar Al Tayer, DG and chairman of the Board of Executive Directors at RTA, said: “The upgrade of Umm Suqeim Street, from its intersection with Jumeirah Street to Al Khail Road, forms part of a master plan to develop the Umm Suqeim–Al Qudra corridor. This strategic route extends from its intersections with Jumeirah Street throughout to its intersections with Emirates Road to Al Qudra Road, serving key residential and development zones with a combined population exceeding two million.”

Al Tayer noted that the project will enhance connectivity across four major transport corridors—Sheikh Zayed Road, Al Khail Road, Sheikh Mohammed bin Zayed Road, and Emirates Road.

The road’s capacity will rise to 16,000 vehicles per hour in both directions, reducing travel time between Jumeirah Street and Al Khail Road from 20 minutes to six.

It will serve areas including Jumeirah, Umm Suqeim, Al Manara, Al Sufouh, Umm Al Sheif, Al Barsha, and Al Quoz.

Six key intersections, 4,100 metres of tunnels and bridges

Al Tayer added that the project will upgrade six major intersections: Jumeirah Street, Al Wasl Street, Sheikh Zayed Road, First Al Khail Street, Al Asayel Street, and Al Khail Road.

Plans include the construction of four bridges and three tunnels, totaling 4,100 metres.

At the Jumeirah Street junction, a tunnel with two lanes in each direction and a signalised junction will be built.

A second two-lane tunnel at Al Wasl Street will facilitate movement from Sheikh Zayed Road to Jumeirah Street. Two bridges will be constructed at Sheikh Zayed Road to eliminate traffic conflicts, and a tunnel at First Al Khail Street will accommodate traffic from Al Barsha to Sheikh Zayed Road.

The stretch between First Al Khail and Al Asayel Streets will be widened to four lanes per direction. At Al Khail Road, two flyovers will be constructed — one linking Al Khail Road with Al Quoz Industrial Area, and another enabling traffic from Umm Suqeim Street to head toward Deira.

The RTA is currently progressing on a 4.6-kilometre stretch between Al Khail Road and Sheikh Mohammed bin Zayed Road.

This includes redeveloping the intersection at Al Barsha South near Kings’ School through an 800-metre tunnel with four lanes in each direction and a surface-level intersection.

The work is over 70 per cent complete and is expected to open in Q3 2025.

Al Qudra Road intersections also set for upgrade

A separate project is also underway to enhance intersections along Al Qudra Road, from Sheikh Mohammed bin Zayed Road to Emirates Road via Sheikh Zayed bin Hamdan Al Nahyan Street. It includes 2,700 metres of bridges and 11.6 kilometres of road widening, cutting travel time from 9.4 to 2.8 minutes.

Key upgrades include a 600-metre, eight-lane bridge at the intersection between Al Qudra Road and the street connecting Arabian Ranches with Dubai Studio City, and a 700-metre, seven-lane bridge at Sheikh Zayed bin Hamdan Al Nahyan Street.

Additional ramps will ensure smoother traffic transitions.

Further developments feature a 500-metre bridge connecting Al Qudra Road with Sheikh Zayed bin Hamdan Al Nahyan Street toward Jebel Ali, and a 900-metre bridge serving traffic headed toward Dubai’s city centre and airport.

Service roads spanning three kilometres will be constructed along both sides of Sheikh Zayed bin Hamdan Al Nahyan Street.

The project also includes the extension of Al Qudra Road from Emirates Road to a key roundabout serving development zones, with additional lanes in both directions.

A new road will be developed in the southern section of the development zone to link it with Emirates Road, alongside increasing lane capacity on both sides of Emirates Road to improve access to neighbouring projects.

With the Maldives consistently ranked among the top luxury destinations globally, Ibrahim Shiuree, CEO and MD of the Maldives Marketing & PR Corporation (MMPRC), plays a key role in spreading awareness of what the destination has to offer. Shiuree is focused on deepening its international footprint while adapting to fast-evolving traveller preferences. At Arabian Travel Market (ATM) 2025, the Maldives showcased one of its largest-ever delegations, further cementing its strategic position in the Middle East travel ecosystem.

In this conversation, he outlines how the Maldives is leveraging improved air connectivity, sustainability, and exclusive experiences to attract more travellers from the GCC — and why the country remains a magnet for investment and repeat visitation from the region’s high-end market.

Tell us about your presence at the recent ATM 2025 in Dubai. How is the Maldives leveraging improved air access, digital innovation, and regional partnerships to strengthen its global tourism footprint?

The Maldives had one of its largest-ever delegations at ATM 2025, with over 230 representatives from 110 tourism companies, including resorts, guesthouses, liveaboards, travel agencies, and airlines. Our consistent and strong presence at ATM Dubai reflects the importance we place on this platform to build industry partnerships and strengthen our global visibility.
During ATM 2025, we also signed several important memorandums of understanding (MoUs) with major airlines like Emirates and Qatar Airways. These agreements focus on enhancing air connectivity through joint marketing efforts and route development strategies. The aim is to tap into their extensive global networks and attract more tourists to the Maldives from key international markets. Additionally, we are using digital platforms and strategic collaborations to amplify our reach. For example, our partnership with Ooredoo enables us to connect with over 150 million customers globally, promoting the Maldives across new and existing markets.
Our efforts are about more than just increasing tourist arrivals. We’re equally focused on elevating the overall visitor experience, diversifying our source markets, and ensuring long-term sustainability in an increasingly competitive global tourism landscape.

The Middle East continues to emerge as a high-potential source market for the Maldives. What specific strategies are you implementing to attract more travellers from GCC countries, and how are you tailoring your offerings to meet their evolving preferences?

The Middle East, particularly the GCC region, continues to be a high-potential and strategically important source market for the Maldives. We’ve been implementing targeted strategies that align with the evolving preferences of GCC travellers, who often seek luxury, privacy, family-friendly experiences, and bespoke services.

As mentioned before, one of our key focuses has been building and strengthening partnerships with major airlines—these collaborations are essential for improving connectivity, increasing flight frequencies, and expanding our reach through coordinated marketing and promotional initiatives. In addition to airline partnerships, we’ve also launched major joint marketing campaigns with leading tour operators in the region, including DNATA. These campaigns help us promote tailored travel packages and exclusive experiences that cater specifically to the interests of Middle Eastern travellers—such as private villas and multi-generational family travel.

Looking ahead, Visit Maldives is committed to strengthening these relationships, diversifying our outreach, and ensuring that our efforts translate into meaningful, sustainable growth. Our strategies have already contributed to many key milestones in positioning the Maldives as the World’s Leading Destination, and we look forward to building on this momentum in the Middle Eastern market.

The Maldives’ unique ‘one island, one resort’ philosophy has become a benchmark for luxury and exclusivity. How does this model align with sustainability goals, and why does it particularly resonate with affluent Middle Eastern travellers?

Our signature “one island, one resort” philosophy is a hallmark of Maldivian luxury — it’s a model that naturally supports our sustainability goals. By design, this concept limits the scale of development on each island, helping to reduce environmental impact and preserve the pristine natural beauty that defines the Maldives.

From a sustainability perspective, having just one resort per island allows for better control over conservation efforts, waste management, and renewable energy integration. Many resorts are deeply committed to environmental stewardship — investing in solar power, coral reef restoration, and marine life protection programmes. At the same time, they actively raise awareness among tourists, encouraging responsible tourism and a deeper connection to the environment.

This model also resonates strongly with affluent Middle Eastern travellers, who often prioritise privacy, exclusivity, and cultural sensitivity. The Maldives delivers all of that — offering private villas, luxurious amenities and bespoke experiences tailored for families and high-end travellers.

Ultimately, the “one island, one resort” concept delivers a unique blend of sustainability, seclusion, and personalised service within a breathtaking natural setting — making it an ideal destination for travellers from the GCC region seeking an unforgettable and meaningful escape.

GCC travellers are increasingly seeking bespoke experiences, wellness, and luxury. How is the Maldives adapting its tourism ecosystem to meet these preferences and create repeat visitation from the Middle East?

The Maldives has long been synonymous with bespoke experiences, wellness, and luxury — and our unique “one island, one resort” concept remains unmatched globally for those seeking an exclusive and indulgent vacation. Over the years, we’ve strategically evolved our tourism ecosystem to align with the refined preferences of high-end travellers, particularly from the Middle East.

Our resorts are deeply focused on delivering luxury through highly personalised services — from pre-arrival preference collection to tailor-made itineraries, private butlers, and around-the-clock service that caters to every need. Middle Eastern guests, who often seek privacy and personalized attention, find this level of service especially appealing.

We also offer a range of ultra-luxurious experiences designed to create unforgettable memories: private sandbank dining under the stars, multi-day yacht charters with personal chefs, seaplane island-hopping adventures, underwater dining in glass-enclosed restaurants, and bespoke cultural immersion tours that showcase Maldivian heritage in an intimate and authentic way.

Wellness is another pillar of our offering. Our resorts feature world-class wellness sanctuaries offering holistic spa treatments, guided meditation sessions, and personalised wellness programs designed to restore and rejuvenate the body and mind.

The Maldives is an experience that lingers long after departure. We are proud to be the top choice for luxury travel globally, and our high repeat visitation rates from the Middle East are a testament to the magic we offer. Once someone experiences the Maldives, they almost always return — drawn back by the beauty, the service, and the unforgettable sense of serenity.

The UAE and wider Middle East are home to sophisticated investors looking for high-yield opportunities. What makes the Maldivian tourism sector ripe for investment right now, and which areas — resorts, infrastructure, eco-tourism — offer the most promise?

The Maldives has always been an attractive destination for discerning travellers — and that same allure extends to investors as well. With our tourism sector continuing to show resilience and steady growth, especially in the premium and luxury segments, the timing is ideal for those looking to explore high-potential opportunities.

We see growing interest from sophisticated investors in the UAE and the wider Middle East, and we welcome that interest. The Maldives offers a stable environment, a strong brand as a world-leading destination, and a clear commitment to sustainability and innovation. There are certainly promising avenues across various areas—be it resorts, infrastructure, or emerging niches like eco-tourism and wellness.

What makes investment in the Maldives unique is the opportunity to be part of a destination that not only delivers strong returns but also values authenticity, sustainability, and long-term partnerships.

How is the Maldives strengthening regional tourism ties with Middle Eastern nations beyond visitor arrivals — perhaps through joint ventures, hospitality training, or innovation hubs?

The Maldives is actively working to deepen its tourism ties with the Middle East — not just in terms of visitor arrivals, but through long-term strategic engagement and multifaceted collaborations. We’ve taken significant steps to build meaningful relationships across the region that go beyond traditional marketing.

For example, we’ve hosted impactful familiarisation (FAM) trips, including a highly successful one with Khalid Al Ameri, a well-known influencer whose storytelling helped showcase the Maldives’ appeal to a broad Middle Eastern audience.

Our strong presence at ATM 2025 also reflected our commitment to the region — with initiatives like the LFC & Maldives-themed taxi campaign in Dubai, and key MoUs signed to enhance air connectivity and promote joint marketing efforts.

Partnerships with influential travel brands have also played a vital role in expanding our reach within the GCC travel market. Looking ahead, we have an exciting lineup of activities planned — including dedicated roadshows, high-impact media and influencer trips, television promotions, and collaborations with popular consumer brands and digital platforms to keep the Maldives top-of-mind for Middle Eastern travellers.

While we haven’t formally launched specific joint ventures or training programmes tailored exclusively for the Middle Eastern market yet, ongoing foreign investment initiatives and large-scale projects like the Maldives Integrated Financial Centre (MIFC) could open doors to deeper hospitality collaboration, talent development, and innovation in the future.

Overall, our vision is clear: we want to build enduring connections, offer value-rich experiences, and ensure that the Maldives remains a preferred, easily accessible, and culturally attuned luxury destination for travellers from the Middle East.