At Keyloop Fusion Live Dubai, Srijith KN, spoke with Nour Abu-Safe, Head of Insights & Analytics at AutoData Middle East, about the changing competitive landscape, the impact of regional logistics challenges, and the opportunities emerging for automotive retailers.

Drawing on market intelligence, vehicle valuation data and industry research, she explains why technology alone may not guarantee long-term customer loyalty, why hybrids currently offer stronger residual value, and why the next major opportunity for dealerships could lie in pre-owned Chinese SUVs.

How are disruptions around the Strait of Hormuz affecting established automotive brands, and could the market changes become permanent?

Initially, many believed the disruption would be temporary. However, the data is beginning to show that market conditions are solidifying and businesses are adapting.

Traditional manufacturers, particularly Japanese brands such as Toyota, Nissan and Lexus, are experiencing challenges getting inventory into the region.

Chinese manufacturers have been more agile because several operate their own vehicle carrier fleets and logistics networks. This has allowed them to establish alternative routes into the GCC.

We have seen a 90% reduction in Japanese vehicle imports into the region, linked to the disruption around the Strait of Hormuz.

Alternative routes through ports outside the Gulf and via the Red Sea and Saudi Arabia are increasingly being used. However, these arrangements are creating delays, with vehicles now taking approximately six to eight weeks to reach showrooms.

The important development is that the market is adapting. Some of the alternative logistics routes established during this period could remain in use for years to come.

Are Chinese automotive brands attracting an entirely new generation of buyers, or are they winning customers away from established manufacturers?

It is a combination of both.

Younger consumers, particularly those between 19 and 30, are increasingly attracted to Chinese vehicles because of their styling, advanced technology, competitive pricing and safety features.

For younger families, especially those entering parenthood, these features can be important purchasing considerations.

Chinese vehicles also tend to offer attractive warranty and servicing packages, making them appealing to consumers who want to reduce their overall ownership costs.

Older buyers, particularly those in their 40s and 50s, generally demonstrate stronger loyalty towards established manufacturers and premium brands.

However, Chinese manufacturers are increasingly entering the premium segment as well, and we are beginning to see them capture some of that market share.

These demographic observations are also supported by consumer research, including studies published by YouGov, which we reference in our market analysis.

Chinese vehicles are becoming increasingly sophisticated. But can manufacturers sustain customer loyalty when technology evolves so quickly?

This is one of the most interesting challenges facing Chinese manufacturers.

Advanced technology is a powerful selling point. It looks attractive in marketing materials and helps manufacturers differentiate their vehicles.

However, rapid technological advancement also accelerates depreciation.

When a manufacturer introduces a significantly improved model within a short period, previous model-year vehicles can quickly appear outdated. That creates challenges for residual values and the used-car market.

For dealerships, the opportunity is to identify vehicles that offer a balance between modern technology and proven, practical features.

Hybrid vehicles are an interesting example because they combine improved efficiency with familiar internal combustion technology.

A vehicle that balances innovation with long-term usability may be better positioned to retain customers over five to ten years than one that depends primarily on the latest technology.

Chinese manufacturers are doing many things well, but the next few years will reveal how effectively they manage this challenge.

With affordability becoming increasingly important, how are vehicle financing and leasing models evolving across the GCC?

Vehicle demand remains present, and manufacturers have found ways to maintain supply despite the disruptions.

However, we could see greater pressure on consumer finances over the coming year.

That creates opportunities for financing and leasing providers.

Financing offers with zero down payment are becoming particularly relevant for buyers who may not have sufficient funds available for a substantial upfront payment.

On the leasing side, some operators are reporting demand increases of approximately 30% to 35%.

Consumers still need vehicles for everyday mobility, but some are becoming more reluctant to take on the financial commitment and risk associated with outright ownership.

Leasing offers an alternative that can address those concerns.

What is the biggest opportunity dealerships may be overlooking today that could become particularly important in 2027?

Used Chinese SUVs.

SUVs represent the largest vehicle body-type segment in the region, and the growing population of Chinese SUVs creates a significant opportunity for dealerships.

The first owner typically absorbs much of the vehicle’s depreciation during the initial two to three years. In some cases, that depreciation could be around 50%.

For dealerships, this creates an opportunity to develop certified pre-owned programmes around relatively young Chinese SUVs.

A three-year-old vehicle may still be in excellent condition and covered by its original warranty or service package.

If dealerships can price these vehicles correctly, they can attract buyers who cannot afford a brand-new SUV but still want a modern, well-equipped vehicle.

This could become an important growth segment for the automotive retail industry.

For consumers considering a vehicle purchase today, which offers the strongest proposition: petrol, hybrid, electric or a competitively priced Chinese vehicle?

There is no single answer because the decision depends on individual priorities.

However, when we compare petrol, hybrid and electric vehicles, our current data indicates that hybrids retain their value best.

They offer fuel efficiency while maintaining the familiarity and convenience of an internal combustion engine.

For buyers concerned about long-term value, that makes hybrids particularly attractive.

Chinese manufacturers, meanwhile, are becoming increasingly competitive on design, pricing and technology.

Vehicles such as the ROX 01 and Jetour G700 demonstrate how Chinese brands are entering segments traditionally dominated by established SUVs such as the Toyota Land Cruiser and Nissan Patrol.

The competitive landscape is changing considerably.

One particularly interesting insight from our latest data is that 48% of the new 2027-model vehicles arriving in the UAE are Chinese brands.

That tells us how aggressively these manufacturers are planning their product introductions, expanding supply and positioning themselves to attract both new and existing automotive customers.

The next few years will be particularly interesting as these changes reshape the balance between established manufacturers and emerging competitors.

Singhal brings extensive experience in leading technology-driven businesses across international markets. As Chief Operating Officer of Gojek, he oversaw the company’s mobility, food delivery and consumer logistics operations, having previously led cross-functional teams across Southeast Asia. His earlier career includes leadership roles at Apple in Singapore, and as a consultant with Bain & Company, specialising in technology services and telecommunications.

In his new role, Singhal will focus on enhancing the customer experience and driving innovation across Dubai’s mobility ecosystem. His priorities will centre on deploying scalable technology to build a smarter, more forward-looking ride-hailing experience for customers.

Shobhit Singhal, Head of Business at Zed, said: “Dubai is one of the world’s most dynamic markets for innovation, and there is a real opportunity to build an app designed around the unique needs of the people who live here. Our ambition is to make Zed the go-to app for rides across Dubai, whether it’s an everyday taxi journey or a premium experience. My priority is to turn that ambition into reality by delivering a reliable, seamless service that customers choose time and again. By getting the fundamentals right in Dubai, we can build a homegrown success story with the potential to grow across the wider region.”

Badr Al Ghurair, CEO of Al Ghurair Mobility commented: “Shobhit’s appointment represents an important step in Zed’s growth journey. At Al Ghurair Mobility, we see Zed as a key part of our vision for the future of mobility in Dubai. His experience in scaling complex mobility businesses, combined

with his understanding of technology and operations, brings valuable expertise to the company. We have a clear vision for Zed as a homegrown platform that can deliver meaningful value to customers and partners alike. With Shobhit’s leadership, our focus is on turning that vision into consistent execution and building a strong foundation for sustainable growth.”

With its roots in Dubai, Zed is focused on developing homegrown mobility technology tailored to the needs of Dubai residents. By strengthening its operations and building on its understanding of the local market, the company aims to establish a scalable platform.

Singhal holds an MBA from Northwestern University’s Kellogg School of Management and a Bachelor of Technology in Engineering from the Indian Institute of Technology Delhi.

The 21st edition of the fair will occupy 390,000 sqm across 16 halls and the mezzanine floor, hosting around 7,600 global exhibitors. The fair welcomed 253,691 visitors from 190 countries and regions in its previous edition (2025). More than an exhibition, Automechanika Shanghai presents itself as a unified platform, integrating the show floor with a robust programme of conferences, workshops and 100 fringe events.

Technologies and innovations take centre stage
Covering the entire supply chain from manufacturing to the aftermarket, upgrades in parts & components, electrics & electronics, accessories, diagnostics, body and paint, tyres, and wheels showcase advanced components, smart tyres, lightweight wheels, maintenance for new energy vehicles, infotainment electronics, and high-performance enhancements for both passenger and commercial vehicles.

The Parts & Components and Electrics & Electronics sector, the largest at the fair with over 4,200 exhibitors, showcases advancements in materials, lightweight design, intelligent technologies, and electrification for ICE, EV, and hybrid vehicles, covering chassis, powertrain, new drive technologies, thermal management, standard parts, and more.

Driven by the rapid transformation of electrification, nearly half of Automechanika Shanghai’s exhibitors focus on new energy products and services. The New Energy & Connectivity sector grows 20%, featuring 700 exhibitors in electric powertrains, autonomous driving, AI, charging and battery swapping, intelligent chassis, and thermal management, alongside hybrid, fuel cell, and hydrogen solutions enhancing performance and safety. The newly established Global Quality Alliance Hub, centered on the IATF 16949 standard, unites standards bodies, trainers, certifiers, and regulators to strengthen quality management.

Fringe events guide insights into global trends

More than 480 global experts will participate in the 2026 conference and events programme.

The programme comprises five complementary pillars. Flagship events will address industry trends, policy and innovation, while the Tech series will focus on emerging technologies and R&D collaboration. The Talent series will connect companies with skilled professionals through educational initiatives.

Connect will facilitate collaboration between carmakers and suppliers throughout the year. The Automotive Supply-Demand Matching Series and Global Collective Forum will bring manufacturers, suppliers and technology companies together to discuss supply-chain development, investment and international partnerships.

Automotive+ will explore the convergence of artificial intelligence, vehicle-road-cloud systems, new energy solutions, hardware-software integration and robotics. The Innovation4Mobility platform will provide a dedicated showcase for these technologies and their applications across the automotive industry.

Middle East market developments create sourcing opportunities

The GCC’s new light vehicle market continues to grow, expanding the regional vehicle base and driving demand for parts distribution, maintenance equipment and aftermarket services. Electric vehicle adoption is also rising across the region, bringing further servicing requirements for diagnostics, charging systems and new energy powertrains. In addition, manufacturing and trade partnerships continue to develop across the Middle East. These developments underline growing opportunities for Middle Eastern businesses to source parts, equipment and technologies through international platforms such as Automechanika Shanghai.

Automotive manufacturing has rapidly developed across Asia as well, with many countries becoming key manufacturing hubs. These manufacturing centers not only fulfill domestic demand but also produce complete built-up (CBU) vehicles and parts for export across the region and beyond. China is a dominant player, leading vehicle production and exports with a significant volume that translates to tens of billions of dollars in trade value. For example, Chinese automakers shipped approximately $117 billion worth of vehicles globally, with a notable emphasis on new energy vehicles. Other major Asian automotive exporters including Thailand, India, Japan, and South Korea collectively contribute substantial export values, underscoring the integrated and competitive nature of the region’s automotive industry.

These developments highlight opportunities for cooperation between Middle Eastern businesses and international suppliers across automotive manufacturing, parts distribution and aftermarket services.

An ecosystem that needs the aftermarket to keep running

Automechanika Shanghai, Asia’s largest automotive fair of its kind, with product categories spanning across manufacturing and aftermarket, also attracts strong participation from across Asian countries and across the world. In a market dominated by an aging, largely combustion-powered fleet, this aftermarket focus remains highly relevant even as EV adoption grows. While traditional parts are still in high demand, continuous innovation is essential to keep pace with a vehicle base that is both aging and evolving. This reinforces Automechanika Shanghai’s position as the Asia’s largest in serving this sector, at a time when maintaining reliable and affordable vehicle operation is a key priority throughout the region.

The platform was unveiled at an exclusive launch event held at a cutting-edge digital and vibrant event venue, bringing together industry stakeholders, collectors, investors and enthusiasts to mark a new chapter in Dubai’s premium number plate market.

The event also featured a live auction – the first of its kind taking place in the UAE for secondary number plates. Mazal premium number plates and premium Mazal IDs were also auctioned, lifting the energy of the evening to an all-time high.

Built around the principles of trust, transparency and security, Mazal aims to bring greater structure and efficiency to a market that has traditionally relied on informal transactions, independent brokers and manual ownership transfers. The platform provides users with a centralised environment where number plates are secured under Mazal’s custody before being made available for trading

Commenting on the occasion, Abdulla Al Meer, Co-Founder & Chairman, Mazal, said: “Building a credible market requires more than technology; it requires trust, governance and a clear framework around ownership and transactions. With my experience in Dubai’s number plate industry and its regulatory landscape, I have seen first-hand the importance of creating processes that protect both the asset and the people involved in a transaction. Mazal brings these principles together through verified ownership, secure payments and a transparent transaction journey, setting a stronger standard for the market.”

Adding to this, Ahmad Al Nasser, Co-Founder & CEO, Mazal, said: “Dubai’s premium number plate market has developed into a sophisticated trading environment, with plates increasingly recognised for their scarcity, value and long-term potential. Having spent years close to the commercial side of this industry, I have seen the need for a platform that can bring greater efficiency, transparency and accessibility to the way these assets are traded. Mazal is designed to provide that structure while preserving what makes this market unique.”

Mazal enables users to browse and list premium number plates, participate in live auctions and complete transactions through a protected escrow process. Under its transaction framework, buyers’ funds are securely held from the moment a deal is agreed and are released only once the official ownership transfer has been confirmed.

To further support secure and convenient transactions, Mazal has partnered with Transguard to facilitate reliable cash collection services for clients who choose to make payments through this method. The partnership adds an additional layer of convenience for customers while supporting the platform’s broader focus on secure and transparent transactions.

The platform also introduces data-driven valuations, with premium plates assessed against factors including transaction history, market demand, rarity and number patterns. This is designed to give buyers and sellers greater visibility into the value of an asset and reduce the uncertainty traditionally associated with premium number plate transactions.

Alongside its technology and transaction infrastructure, Mazal is investing in building a team that reflects the UAE’s talent and leadership ambitions. Through its partnership with TASC, the company is sourcing and recruiting top Emirati talent to support its growth and contribute to the development of a locally rooted business with regional ambitions.

Mazal’s launch comes at a time when premium number plates are increasingly being viewed as collectible and investment assets. According to the company’s market assessment, Dubai’s premium number plate market records approximately 55,000 transactions annually, with the market growing by around 20%. Premium plates can command significant values, with the highest recorded sale cited at AED 55 million and the premium plate market having recorded a value of AED 1.7 billion over three years.

How are new consumer preferences in the UAE and the GCC’s established premium motorcycle market influencing N S Lootah Motors’ brand positioning strategies?

“Customers in the UAE and across the GCC are extremely well informed. They travel, they know international brands, and they compare technology, performance, design and service before making a decision.

For us, premium cannot simply mean expensive. There has to be something genuinely distinctive behind the product — whether that is the engineering, technology, design or the overall ownership experience.

That is one of the reasons SOUO interested us. The S2000 brings something genuinely different to the market, including the world’s first production Flat-8 motorcycle engine. But specifications alone are not enough. Our responsibility is to introduce the brand properly, build confidence around it and provide the level of service and support that customers in this market expect.”

Are there plans for N S Lootah Motors to diversify into commercial mobility solutions, or will the company remain focused on premium, lifestyle and luxury segments?

“At this stage, our focus is on building N S Lootah Motors around distinctive automotive and mobility opportunities where we believe we can bring something meaningful to the UAE market. We are open-minded about the future. If we see an opportunity in commercial mobility or another segment that has strong potential and fits our capabilities, we will certainly consider it.

But expansion must have a purpose. We don’t want to enter a category simply because it is growing. There must be a strong product, a clear market opportunity and a business where we believe N S Lootah Motors can genuinely add value. If we see an opportunity in commercial or another area of mobility that makes sense, and where we believe we can genuinely add value, we will consider it. But we don’t want to enter categories simply for the sake of expansion.”

What specific factors will decide if a new brand or mobility business becomes part of N S Lootah Motors for its automobile offerings?

“The first thing is always the product. It has to offer quality, strong engineering and a clear reason for the customer to choose it. Then we look very carefully at the company behind the product. We want partners who are serious about the UAE, who understand that building a brand takes time, and who are prepared to invest in the market together with us. After-sales support is equally important. We look at spare parts, technical training, warranty, product development, marketing support and the future product pipeline.

Ultimately, we ask ourselves whether this is something we can build into a sustainable long-term business. We are not interested in simply adding brands to our portfolio. We want partnerships that we believe can grow with us.”

What evaluation standards and market strategies should the team follow when selecting and discussing exclusive UAE distribution rights for upcoming OEM partners?

“Exclusivity by itself is not enough. What matters is what we can build with that exclusivity. Before taking on an OEM, we need to understand the product, the customer, the size of the opportunity and where the brand can realistically sit in the UAE market. We also need to understand what the manufacturer expects from us and what level of support they are prepared to provide.

I want the team to look beyond initial sales numbers. Product quality, pricing, spare-parts availability, warranty, technical training, marketing support and the future product pipeline are all important.

Most importantly, there has to be trust. A distributor and an OEM should operate as partners. If we are investing our name, our people and our resources into developing a brand in the UAE, we need a partner who shares the same long-term commitment.”

Currently, N S Lootah Motors has a special flagship showroom in Dubai that handles sales, test drives and brand interaction. What is the brand’s plan for expanding its retail presence in other MEA regions?

“Dubai is our starting point, and our priority is to establish the business properly here first. The showroom gives customers the opportunity to see the motorcycles, experience the brand and take a test ride. Just as importantly, it gives us direct contact with customers and allows us to understand what the market really wants.

From there, expansion should follow genuine demand. Our ambition is regional, but we want that growth to be disciplined. We would rather establish one market properly and then move into the next with the right partner, infrastructure and customer support in place.”

Are there any differences between the expectations of the brand you represent and the realities of selling motorcycles in the UAE market?

“Of course. Every international brand enters a market with certain expectations, but every market has its own character. The UAE customer expects a very high standard — not only from the product, but from the entire experience. Customers expect quick responses, knowledgeable salespeople, reliable after-sales service and easy access to spare parts.

Motorcycles are also very community-driven here. Riding groups, events, weekend rides and relationships between riders are an important part of the market. Our role as the local distributor is to understand both sides. We help the manufacturer understand the UAE customer, while making sure the brand is communicated and represented properly in the local market. That bridge is where a strong distributor really adds value.”

How do you balance portfolio expansion with the need to develop sufficient expertise, infrastructure and after-sales capabilities for each business you take on?

“Growth is important, but uncontrolled growth can damage a business. Every automotive brand we take on requires investment in people, technical knowledge, spare parts, diagnostics, training and after-sales support. You cannot simply sign a new brand and expect the business to develop by itself. That is why we are focused on building capability alongside the portfolio. As we grow, our infrastructure and our people have to grow with us.

For me, the customer experience is the real measure. When somebody buys a premium motorcycle from N S Lootah Motors, they are trusting us not only with the sale but with the entire ownership journey. I would rather grow at a pace where we can maintain that standard than expand quickly and compromise the experience.”

What are the most difficult decisions you must make as a new automotive venture — where to invest, what to prioritise, how fast to grow the operation, or how to respond to market signals?

“I think one of the most difficult decisions is knowing when to move quickly and when to be patient. In automotive, you can invest very quickly — in facilities, inventory, people, marketing and expansion. But every investment has to follow a clear strategy. At the same time, the market moves quickly, so you cannot be too cautious. You have to listen to the customer, listen to your team, understand the numbers and stay close to what is happening in the market.

We are still building N S Lootah Motors, and our objective is not to become the biggest automotive company overnight. We want to build a strong, respected business with the right foundations — one that customers and international partners can trust and that will remain relevant for many years.

We are not trying to become the biggest automotive company overnight. We are trying to build a business that will still be relevant many years from now.”       

The iconic V8 is now available across the RAM Rebel, Limited and Limited Night Edition, paired with eTorque technology for enhanced efficiency and everyday drivability.

More than the return of an engine, the announcement celebrates the people who have helped shape the RAM story. Under the campaign message, “We Heard You,” the brand recognises and celebrates the passion, loyalty and feedback of the RAM community in the UAE, whose voices have always played a role in the evolution of RAM trucks.

“RAM has always been built alongside the people who drive these legendary trucks every day,” said Carlos Montenegro, Managing Director – Al-Futtaim Trading Enterprises. “Our UAE owners are part of the RAM family. They inspire us, challenge us, and help shape the future of the brand. The return of the legendary HEMI V8 is a celebration of this trusted relationship and of everything that makes RAM, RAM.”

Renowned for its unmistakable rumble, effortless performance and impressive capability, the legendary HEMI V8 remains one of the most celebrated powertrains in the automotive world. Returning with eTorque mild-hybrid technology, it combines the character drivers know and love with confident performance whether towing, exploring off-road or tackling everyday journeys.

Customers can choose the HEMI V8 across three distinct RAM 1500 trims, each tailored to a different lifestyle.

The RAM 1500 Rebel is built for adventure, pairing the V8 with performance-tuned suspension, an electronic locking rear differential, skid plates, all-terrain tyres and a sport performance hood to deliver confidence on and off the beaten track. Inside, drivers benefit from a 14.4-inch Uconnect® touchscreen, 19-speaker Harman Kardon® premium audio system and dual-pane panoramic sunroof.

Designed for a perfect blend of luxury, performance and capability, the RAM 1500 Limited combines on-road refinement with interior comfort, with premium leather seating for five and real wood accents, as well as the 14.4-inch Uconnect® touchscreen, Harman Kardon® audio system and dual-pane panoramic sunroof. The 1500 Limited Night Edition adds model-exclusive details such as the 22-inch black aluminium wheels and black exterior trim accents.

From your conversations with manufacturers, distributors and industry associations, what is the most significant transformation currently reshaping the regional aftermarket?

From our conversations with manufacturers, distributors and industry associations, the most significant change is the diversification of demand. It is not happening uniformly across the GCC, but businesses increasingly need to support conventional vehicles alongside hybrids, EVs, connected systems and a growing mix of brands. Dubai offers one indication of the direction: according to the Dubai Electricity and Water Authority, registered EVs increased from 37,486 at the end of 2024 to 47,944 at the end of 2025, a rise of nearly 28%. Each technology and brand brings different parts, software, diagnostics and servicing needs. Companies therefore need stronger market intelligence, flexible supply chains and closer collaboration. The businesses that remain relevant will respond quickly without compromising quality, safety or trust.

How are electrification, connected vehicles, advanced diagnostics and software-led technologies changing the requirements of aftermarket businesses?

They are changing both what businesses sell and the capabilities they require. A repair may now involve electronic diagnosis, sensor calibration, battery and thermal-system assessment, or access to vehicle-specific technical information. The complexity is already visible: a study by the Insurance Institute for Highway Safety found that about half of owners whose crash-avoidance systems were calibrated following vehicle damage reported continuing problems after the repair. That reinforces the need for correct tools, current procedures and trained technicians. Looking ahead, software-led servicing and predictive maintenance could create faster and more transparent customer experiences, but only where workshops have authorised data access, compatible systems and appropriate diagnostic infrastructure. Internationally, software governance is becoming more formalised through measures such as United Nations Economic Commission for Europe Regulation No. 156 on software updates and software update management systems. The opportunity is significant, but capability cannot be assumed to be universal.

As the vehicle mix becomes more diverse, how must parts supply chains and service networks support conventional, hybrid and electric vehicles simultaneously?

Conventional vehicles will remain central to the regional fleet even as hybrid and electric adoption grows at different rates. According to the Dubai Electricity and Water Authority, the number of registered EVs in Dubai increased by nearly 28% during 2025, showing why the aftermarket must prepare for several technology cycles at once. Distributors need visibility of vehicle populations and demand to balance availability against excess stock, backed by traceable sourcing. Service networks must decide which capabilities belong in every workshop and which can sit in specialist centres. Horizontal collaboration could let independent businesses share high-cost diagnostic or calibration resources, technical knowledge and regional support without duplicating investment.

Where are the most urgent workshop-readiness gaps, and what roles should manufacturers, training institutions and industry platforms play in closing them?

Skills are the most urgent gap because equipment creates value only when people can use it safely and accurately. Workshops need technicians who understand high-voltage systems, advanced diagnostics, software-led repair and ADAS calibration, supported by current technical data, safe working areas and clear procedures. The consequences of incomplete capability are tangible: according to the Insurance Institute for Highway Safety, around half of respondents whose crash-avoidance systems were calibrated after vehicle damage reported continuing issues. The US National Highway Traffic Safety Administration also advises that high-voltage work requires vehicle-specific guidance and properly trained personnel. Manufacturers can provide recognised training pathways, vocational institutions can build foundations, and industry platforms can connect them. We also need to show young people that the aftermarket now combines engineering, data and software, offering credible technology-led careers rather than only traditional mechanical roles.

How has your commercial experience shaped your strategy, and what is your long-term ambition for Automechanika Dubai as it moves to Dubai Exhibition Centre in November 2026?

Working across commercial and exhibitor roles has shown me that different parts of the industry experience change in very practical ways. Manufacturers may focus on market access, distributors on dependable supply, and workshops on tools, training and technical support. My role is to find where those needs meet and build useful connections. The move to Dubai Exhibition Centre opens a new phase for the show, with opportunities to improve the visitor experience, connectivity and the way knowledge is shared. I want Automechanika Dubai, taking place from 10–12 November 2026, to develop as a year-round industry platform where businesses exchange insight, understand emerging technologies and form partnerships. It must remain a commercial marketplace while helping the aftermarket anticipate change rather than react to it.

Note:Historical 2025 figures: Automechanika Dubai welcomed visitors from 161 countries and exhibitors from 63 countries at its 2025 edition. Following 22 editions at Dubai World Trade Centre, the exhibition will take place at Dubai Exhibition Centre (DEC) for the first time in 2026. These figures describe the 2025 edition and are not projections for 2026.

Tommy Le, Show Manager of Automechanika Dubai, explains how aftermarket businesses can remain relevant as vehicle technologies and customer expectations change, why workshop and workforce readiness must advance together, and how industry platforms can support long-term collaboration across the region.

The GCC aftermarket is preparing to support a more diverse vehicle mix as electrification, connected systems and software-led technologies develop at different speeds across regional markets.

From your conversations with manufacturers, distributors and industry associations, what is the most significant transformation currently reshaping the regional aftermarket?

From our conversations with manufacturers, distributors and industry associations, the most significant change is the diversification of demand. It is not happening uniformly across the GCC, but businesses increasingly need to support conventional vehicles alongside hybrids, EVs, connected systems and a growing mix of brands. Dubai offers one indication of the direction: according to the Dubai Electricity and Water Authority, registered EVs increased from 37,486 at the end of 2024 to 47,944 at the end of 2025, a rise of nearly 28%. Each technology and brand brings different parts, software, diagnostics and servicing needs. Companies therefore need stronger market intelligence, flexible supply chains and closer collaboration. The businesses that remain relevant will respond quickly without compromising quality, safety or trust.

How are electrification, connected vehicles, advanced diagnostics and software-led technologies changing the requirements of aftermarket businesses?

They are changing both what businesses sell and the capabilities they require. A repair may now involve electronic diagnosis, sensor calibration, battery and thermal-system assessment, or access to

vehicle-specific technical information. The complexity is already visible: a study by the Insurance Institute for Highway Safety found that about half of owners whose crash-avoidance systems were calibrated following vehicle damage reported continuing problems after the repair. That reinforces the need for correct tools, current procedures and trained technicians. Looking ahead, software-led servicing and predictive maintenance could create faster and more transparent customer experiences, but only where workshops have authorised data access, compatible systems and appropriate diagnostic infrastructure.

Internationally, software governance is becoming more formalised through measures such as United Nations Economic Commission for Europe Regulation No. 156 on software updates and software update management systems. The opportunity is significant, but capability cannot be assumed to be universal.

As the vehicle mix becomes more diverse, how must parts supply chains and service networks support conventional, hybrid and electric vehicles simultaneously?

Conventional vehicles will remain central to the regional fleet even as hybrid and electric adoption grows at different rates. According to the Dubai Electricity and Water Authority, the number of registered EVs in Dubai increased by nearly 28% during 2025, showing why the aftermarket must prepare for several technology cycles at once. Distributors need visibility of vehicle populations and demand to balance availability against excess stock, backed by traceable sourcing. Service networks must decide which

capabilities belong in every workshop and which can sit in specialist centres. Horizontal collaboration could let independent businesses share high-cost diagnostic or calibration resources, technical knowledge and regional support without duplicating investment.

Where are the most urgent workshop-readiness gaps, and what roles should manufacturers, training institutions and industry platforms play in closing them?

Skills are the most urgent gap because equipment creates value only when people can use it safely and accurately. Workshops need technicians who understand high-voltage systems, advanced diagnostics, software-led repair and ADAS calibration, supported by current technical data, safe working areas and clear procedures. The consequences of incomplete capability are tangible: according to the Insurance Institute for Highway Safety, around half of respondents whose crash-avoidance systems were calibrated after vehicle damage reported continuing issues. The US National Highway Traffic Safety Administration also advises that high-voltage work requires vehicle-specific guidance and properly trained personnel.

Manufacturers can provide recognised training pathways, vocational institutions can build foundations, and industry platforms can connect them. We also need to show young people that the aftermarket now combines engineering, data and software, offering credible technology-led careers rather than only traditional mechanical roles.

How has your commercial experience shaped your strategy, and what is your long-term ambition for Automechanika Dubai as it moves to Dubai Exhibition Centre in November 2026?

Working across commercial and exhibitor roles has shown me that different parts of the industry experience change in very practical ways. Manufacturers may focus on market access, distributors on dependable supply, and workshops on tools, training and technical support. My role is to find where those needs meet and build useful connections. The move to Dubai Exhibition Centre opens a new phase for the show, with opportunities to improve the visitor experience, connectivity and the way knowledge is shared. I want Automechanika Dubai, taking place from 10–12 November 2026, to develop as a

year-round industry platform where businesses exchange insight, understand emerging technologies and form partnerships. It must remain a commercial marketplace while helping the aftermarket anticipate change rather than react to it.

Zeekr UAE and AWR Automotive are proud to announce the unveiling of the redesigned Zeekr flagship showroom on Sheikh Zayed Road in Dubai. The new space brings together contemporary design, refined hospitality, and personalised customer engagement, reflecting the partners’ confidence in the UAE’s expanding electric mobility market.

The showroom gives customers a clear and practical way to explore electric mobility. Zeekr product specialists will provide personalised guidance around the Zeekr range, charging, intelligent technology, performance, test drives, and after-sales care. Interactive touchscreen TVs allow customers to explore vehicle configurations in detail and place orders directly from the showroom. Customers can also discuss their individual driving requirements and ownership considerations in a relaxed setting, helping them understand how electric mobility can support everyday journeys, family travel, and longer drives across the UAE.

At the centre of the redesigned showroom is the Zeekr Lounge, a refined hospitality space for customer appointments, coffee conversations, and owner gatherings. The lounge brings a more personal dimension to the retail experience, providing a welcoming place for guests to spend time with the brand before or after a consultation or test drive. A partnership with Maison 7, AWR Group’s luxury lifestyle brand, adds curated homeware and elegant décor, creating a warm, lifestyle-led environment that complements Zeekr’s progressive design philosophy and brings the showroom’s material, colour, and craftsmanship story to life.

“The UAE’s electric mobility market is advancing quickly, and customers want the confidence that comes from clear guidance, a trusted local partner, and an ownership experience designed around their needs,” said Roberto Colucci, Director of EVs, AWR Automotive. “Our redesigned flagship showroom brings those elements together, creating a destination where customers can experience Zeekr’s technology, design, and hospitality while exploring how electric mobility can fit their everyday lives.”

The redesigned flagship also includes two AC charging points, giving customers an added practical touchpoint with the Zeekr ownership experience during their showroom visit. Two dedicated vehicle delivery bays provide an elevated handover setting, allowing every delivery to become a more personal and memorable moment for customers and their families. The flagship will also serve as a platform for product introductions, owner engagement, and curated events, bringing customers and electric mobility enthusiasts together around premium electric driving. Customers are invited to visit the showroom on Sheikh Zayed Road to experience the Zeekr range, speak with a product specialist, and book a personalised test drive.

AWR Automotive is Zeekr’s official distributor in the UAE. Supported by decades of automotive expertise and an established national network of showrooms and service centres, it brings the Zeekr ownership experience to customers from first discovery through to long-term support, helping advance premium electric mobility across the region.

In the fourth quarter of 2025, DiDi Autonomous Driving began round-the-clock fully driverless passenger testing in selected demonstration areas in Guangzhou and Beijing, with operations running safely and steadily since then. Building on this operational experience, R2, jointly developed by DiDi Autonomous Driving and GAC Aion, is a purpose-built Robotaxi designed for global deployment. It combines DiDi Autonomous Driving’s Level 4 full-stack software and hardware with a vehicle platform developed specifically for driverless passenger service, designed with safety, operating efficiency and in-cabin experience.

The next-generation Robotaxi R2 is equipped with 33 sensors, including LiDAR, cameras, 4D millimeter-wave radar, infrared cameras and audio sensors, providing comprehensive perception across a range of driving environments. Its triple-domain fusion central computing platform delivers more than 2,000 TOPS of GPU computing power and supports lower-latency decision-making in complex urban conditions. The vehicle platform also meets five-star safety standards in China and Europe (C-NCAP and Euro NCAP) and incorporates a multi-layer redundancy system.

Built around user needs, R2 maximizes rear passenger space and features high-angle adjustable seats. It is equipped with a 17.3-inch ceiling-mounted screen with entertainment features, as well as an AI voice interaction system that allows riders to complete PIN verification and start the trip, adjust the air conditioning, open the windows and control the ambient lighting through voice commands. These elements reflect DiDi Autonomous Driving’s view that a successful Robotaxi service combines advanced autonomous-driving capability with an intuitive and comfortable passenger experience.

The UAE will serve as DiDi Autonomous Driving’s first international market. In April 2026, at the China-UAE Business Promotion Event, the company confirmed that it is working with local partners to advance Robotaxi applications, with local testing and pilot initiatives planned within the year. The planned testing comes as the UAE continues to develop its regulatory framework for autonomous vehicles. In Dubai, the Autonomous Transportation Strategy aims to shift 25% of total transportation to autonomous mode by 2030, with taxis among its priority application sectors. DiDi Autonomous Driving has also joined Abu Dhabi’s Smart and Autonomous Vehicle Industries (SAVI) cluster and established a strategic partnership with the Abu Dhabi Investment Office (ADIO) to support innovative autonomous-driving applications, AI talent development and ecosystem building.

The launch arrives as autonomous mobility moves from vision to operational reality across the UAE. On 19 August 2026, the Government of Dubai Media Office reported that Robotaxi operations in Dubai had traveled more than four million kilometers of autonomous operation and completed 7,613 driverless passenger trips since launch, achieving a 97% customer satisfaction rate. The emirate’s Robotaxi fleet includes 144 vehicles, with 48 in active operation, and contributes to the 2030 target set out in the Dubai Autonomous Transportation Strategy.

For DiDi Autonomous Driving, the opportunity involves more than introducing a vehicle to a new market. The company aims to localize its technology, operating model and passenger experience with UAE partners, in line with the country’s smart-mobility priorities. The R2 milestone offers a foundation for that next phase by demonstrating how a purpose-built Robotaxi can serve passengers in complex urban environments through integrated vehicle engineering, AI capabilities and disciplined fleet operations. Through its international expansion, the company seeks to contribute proven autonomous-mobility expertise while supporting the development of a safe, intelligent and sustainable transport ecosystem in the UAE and other international markets.