Hospitality
United Foods Company reports strong FY2024 performance
United Foods Company announced financial results for the full year ended 31 December 2024.
Against a backdrop of geopolitical volatility and rising costs, United Foods achieved significant growth in revenue and profitability and reinforced its strong financial and market position, delivering on its long-term strategy for development. Total gross revenue rose to a record AED 601.7 million, supported by a 5.9% increase in sales volumes.
Profitability strengthened as gross profit increased 8% to AED 99.6 million, supported by improved cost controls, procurement optimisation, and product mix enhancements. Net profit before tax increased 11% to AED 33.9 million. Net profit after tax remained stable at AED 30.8 million.
The Board of Directors proposed a cash dividend of 100% of the paid-up capital for 2024, equivalent to AED 1 per share or AED 30.25 million in total. This proposed dividend payout, subject to shareholder approval at the upcoming Annual General Meeting, reflects the Group’s strong financial position and its continued focus on delivering value to its shareholders. United Foods Company is one of only three companies in the UAE to propose 100% cash dividend.
Fethi Khiari, Chief Executive Officer at United Foods Company, commented, “In all, 2024 was a milestone year of achievement for United Foods. We increased sales volumes and revenue, protected margins, continued to deliver dynamic, high-quality products and diversified our product portfolio to better delight our customers. These key initiatives have enabled us to reinforce our robust position in the UAE and in all the markets we serve.
I am pleased to announce that under the recommendation of the Board, there will be 100% cash dividend of the paid-up capital for 2024 in line with our sustainable and progressive dividend policy, at our Annual General Meeting. We would like to thank our shareholders for their continued support and trust in us.
Looking ahead, we remain dedicated to our strategic path that will enhance value for our shareholders, as we continue to scale our operations and invest in automation and efficiency. Our commitment to Emiratization remains core to our corporate vision, and we are proud to be building a business that is both future-fit and locally rooted.”
Operational and strategic highlights:
- The Group invested AED 12.8 million in capital expenditure, primarily directed towards the installation of two new product lines: fractionation unit and PET blowing machine to produce bio-degradable bottles.
Operational performance and outlook
Throughout 2024, United Foods maintained a sharp focus on cost efficiency and working capital management. Total assets rose to AED 439.4 million, while equity increased to AED 344.5 million. The Group continued investing in manufacturing upgrades and digital tools to drive long-term competitiveness.
Strategic efforts to support national priorities of food security also gained traction, with new initiatives to advance Emiratization across departments. These efforts position the Group to contribute meaningfully to national development while attracting and retaining skilled local talent. United Foods remains focused on expanding regional distribution, enhancing product innovation, and deepening its ESG practices, ensuring long-term sustainable value creation for all stakeholders.
Hospitality
A Flavour-Packed International Burger Week at List Bar

From 25th to 30th May, List Bar presents a special International Burger Week experience, featuring a curated selection of expertly crafted burgers made with premium ingredients, all served in a lively and relaxed setting perfect for social gatherings or unwinding after a long day.
Each burger order is paired with a complimentary pint, adding extra value to this exclusive offering and making it an ideal choice for those looking to enjoy great food in a vibrant atmosphere.
Offer Details
Date: 25th to 30th May | Offer: Buy any burger and enjoy a complimentary pint | Location: List Bar, Al Jaddaf Rotana Suite Hotel
Hospitality
FROM FARM TO SHELF: THE CASE FOR SOURCING CLOSER TO HOME
Words by Firas Nasir, CEO of Organic Foods & Café and Co-CIO of the Gulf Japan Food Fund
The most consequential changes in business rarely announce themselves. They accumulate quietly in procurement decisions, in vendor reviews, and in sourcing conversations held far from the shop floor. What is happening inside UAE retail supply chains at the moment is exactly that kind of change. In the past, retailers across all formats built their vendor lists around established global suppliers who could deliver volume, compliance maturity, and operational consistency at scale. Local producers, by contrast, sometimes struggled to meet the benchmarks that major buyers required: reliable cold chain infrastructure, internationally recognised food safety certification, and the capacity to scale supply without compromising on delivery windows.
That gap has narrowed considerably, and the timing matters. Investment in UAE logistics infrastructure, including temperature-controlled warehousing, last-mile refrigerated delivery, and the development of alternative trade corridors, such as the Oman-UAE Green Corridor and the east coast ports of Khorfakkan and Fujairah, has given domestic suppliers a credible and sustainable path to retail shelves that simply did not exist half a decade ago.
The impact is most visible at retailers who made early commitments to domestic sourcing. For instance, Organic Foods and Cafe, which works with over 400 vendor partners across local and global supply chains, has tracked the evolution closely. Over the past four years, the composition of its vendor list has shifted meaningfully, with a clear move toward sourcing from closer geographies. This has improved product availability, reduced transit times, and meaningfully lowered the carbon footprint across key categories. The transitions have been most pronounced in beverages, fresh produce, and dairy, categories where domestic producers have invested seriously in quality and consistency. The products now earning space on shelves reflect genuine operational maturity, not simply a preference for local origin. Organic eggs from Risha Farms in Fujairah and fresh organic milk from Organiliciouz in Sharjah, both now stocked consistently, represent a generation of domestic suppliers that would not have met major retailer requirements a few years ago. Alongside them, homegrown brands, including ME Kombucha, Pure Harvest, Humantra, Nothing Silly, and Shake Your Plants, are finding sustained footing in channels that once defaulted to international names as a matter of course.
The broader retail sector is also responding. The Make it in the Emirates initiative, a government-led effort to boost domestic manufacturing and industrial investment initiative, has added meaningful policy weight to what was already becoming commercial common sense, with approved vendor lists across the industry being reviewed through a lens of supply chain resilience rather than simple cost optimisation. That recalibration has been sharpened further by recent events. Retailers who have already embedded local sourcing into their models have proved markedly better positioned to absorb the shock. Alternative freight channels were activated where necessary, but the businesses least exposed were those that had built domestic supplier relationships before disruption made it urgent.
Of course, challenges still remain. The shortage of organically certified local producers is a persistent gap, and the expectation from retailers has not softened, with domestic suppliers held to the same delivery, safety, and scalability standards as their international counterparts. But the pipeline of producers meeting that bar is growing, and the commercial argument has become difficult to dismiss. Faster turnaround, extended shelf life on domestic fresh goods, and meaningful resilience against freight volatility now outweigh the scale advantages that international suppliers once held unchallenged.
The restructuring of UAE retail around homegrown brands was already underway but the current geopolitical situation has expedited it to a new level. It is now being driven by hard commercial experience, enabled by maturing infrastructure, and supported by national policy. And the businesses that recognise it for what it is – a fundamental supply chain shift, not a sourcing trend – will be the ones who shape what UAE retail looks like in the decade ahead.
Hospitality
AT.MOSPHERE AT BURJ KHALIFA: FOUR MOMENTS, ABOVE THE ORDINARY

At At.mosphere, guests are welcomed to one of the city’s most coveted tables. High within the Burj Khalifa, dining takes on a rare stillness, with Dubai unfolding far below and the horizon dissolving into sky, creating a sense of scale that feels almost otherworldly.
At AED 155, the day moves through four distinct moments from morning to evening. No matter the hour, there’s a moment that fits.
Sunrise in the Sky – Breakfast
A slow start above the city with two organic eggs your style or fluffy pancakes with raspberry jam and vanilla Chantilly, alongside coffee as Dubai wakes beneath you.
Time: 8:00 am to 11:30 am
Business Lunch
A midday selection featuring roasted sea bream with black Venere rice or slow-cooked beef cheek with potato purée, finishing on something light.
Time: 12:30 pm to 3:00 pm
Afternoon Tea
Delicate sandwiches, warm English scones with jam and artisanal cream, and classic pastries served as the light shifts across the skyline.
Time: 2:30 pm to 3:00 pm
Golden Hour – Cocktails and Bites
Golden hour takes over with signature cocktails, curated bites, and a skyline that naturally draws you in.
Time: 5:00 pm to 8:00 pm
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