{"id":49362,"date":"2026-10-17T09:08:02","date_gmt":"2026-10-17T09:08:02","guid":{"rendered":"https:\/\/insider18.com\/?p=49362"},"modified":"2026-10-17T09:14:30","modified_gmt":"2026-10-17T09:14:30","slug":"alabbar-reports-sharp-decline-in-property-cancellations-to-just-600-cases","status":"publish","type":"post","link":"https:\/\/insider18.com\/index.php\/2026\/10\/17\/alabbar-reports-sharp-decline-in-property-cancellations-to-just-600-cases\/","title":{"rendered":"Alabbar Reports Sharp Decline in Property Cancellations to Just 600 Cases."},"content":{"rendered":"\t\t
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Emaar Property Cancellations Return to Normal as Buyer Confidence Remains Strong, Alabbar Says<\/h1>

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Dubai property developer Emaar Properties has seen the number of cancelled property purchases fall below 600 a month after a temporary increase during recent regional tensions, according to company founder Mohamed Alabbar.<\/p>

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Speaking on Thursday at the ninth Sharjah Investment Forum (SIF 2026), Alabbar said cancellations had risen to approximately 1,200 monthly during the period of uncertainty before returning to more typical levels.<\/p>

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He explained that Emaar normally sells around 4,000 residential units every month, with approximately 600 transactions subsequently cancelled. The recent increase was therefore an unusual development rather than a lasting change in buyer behaviour, he indicated.<\/p>

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Alabbar also said the company continued to receive payments from customers at a collection rate of 9 per cent throughout the period of conflict. He cited the consistency of collections as evidence that buyers remained committed to their property purchases despite concerns about the regional situation.<\/p>

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Emaar’s sales backlog stood at approximately Dh180 billion, representing the value of property sold but not yet recognised as revenue. The figure provides an indication of the company’s contracted sales pipeline and the business it expects to recognise over time, subject to the applicable accounting requirements.<\/p>

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During a fireside discussion titled The CEO’s Playbook: Leading Through Constant Change<\/em>, Alabbar expressed confidence in the UAE’s economic outlook and its ability to maintain investor trust during periods of international uncertainty.<\/p>

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He attributed the country’s appeal to its leadership, stability and underlying economic strengths, arguing that these qualities would continue to support its future development.<\/p>

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Property Cancellations Decline After Temporary Increase<\/h2>

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The rise in cancellations during the recent period of regional tension had raised questions about whether uncertainty was beginning to influence property buyers’ decisions.<\/p>

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Alabbar’s latest comments suggest that the increase has eased, with cancellations returning to levels he described as normal for the developer’s business.<\/p>

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Emaar typically records around 4,000 property sales each month. Against that volume, approximately 600 cancellations would represent the usual level of transactions that do not proceed as initially planned.<\/p>

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During the period of heightened tension, the monthly cancellation figure reportedly doubled to about 1,200. However, the number has since fallen below 600, according to Alabbar.<\/p>

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The improvement is significant for a developer operating in a market where buyer confidence, payment commitments and the ability to complete transactions influence business performance.<\/p>

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Property purchases often involve commitments that extend over several years, particularly when buyers acquire homes under construction. Changes in economic conditions or concerns about regional stability can influence decisions, but the extent of that impact varies between buyers and projects.<\/p>

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In Emaar’s case, Alabbar said the temporary increase in cancellations had not developed into a sustained problem.<\/p>

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His comments also suggested that the company continued to receive payments from customers even during the period of uncertainty, allowing it to maintain its collections performance.<\/p>

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The figures provide a snapshot of the company’s reported experience. They do not, on their own, establish whether cancellation trends across the wider UAE property market followed the same pattern.<\/p>

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Dh180 Billion Sales Pipeline Supports Business Outlook<\/h2>

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Emaar’s reported sales backlog of approximately Dh180 billion was another important indicator highlighted by Alabbar.<\/p>

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A property sales backlog generally represents the value of contracted transactions that have not yet been recognised as revenue. For developers, it offers an indication of future revenue visibility, although the timing of recognition depends on project completion, handover and applicable accounting rules.<\/p>

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The company’s revenue backlog was separately reported at Dh127.7 billion as of June 30, 2026, marking an increase of 8 per cent compared with the first half of 2025.<\/p>

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The Dh180 billion sales backlog cited by Alabbar and the Dh127.7 billion revenue backlog are distinct measures and should not be treated as interchangeable figures.<\/p>

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The larger sales figure reflects the value of property sales awaiting revenue recognition, while the reported revenue backlog provides a measure of the contracted revenue still to be recognised under the company’s reporting framework.<\/p>

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For investors and market observers, both measures can offer useful information about the scale of a developer’s contracted business.<\/p>

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A substantial backlog may provide greater visibility over future revenue, but its conversion into recognised income depends on the progress of construction, delivery schedules and the terms of individual transactions.<\/p>

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Emaar’s latest figures therefore provide context for Alabbar’s argument that customer commitments have remained resilient despite the temporary increase in cancellations.<\/p>

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Construction Continues Across Emaar Projects<\/h2>

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Emaar reported that work on its ongoing developments continued according to schedule during the first six months of 2026.<\/p>

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The company attributed this progress to its project execution processes, governance standards and emphasis on meeting delivery commitments.<\/p>

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Maintaining construction schedules is particularly important for property developers because delays can affect handovers, revenue recognition and customer satisfaction.<\/p>

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For buyers purchasing properties before completion, confidence in a developer’s ability to deliver on time can influence their willingness to maintain payment commitments.<\/p>

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Emaar’s reported construction progress therefore forms part of the wider picture presented by the company about its operational performance during a period of regional uncertainty.<\/p>

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However, the reported progress across its ongoing projects should be distinguished from the company’s sales and collections figures, as each measures a different aspect of business performance.<\/p>

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Sales figures indicate the volume of transactions, collections reflect payments received, and construction progress measures the advancement of development work.<\/p>

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Together, these indicators help explain how a property developer is managing its operations, although they do not eliminate the financial and market risks associated with future projects.<\/p>

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E-Commerce Business Continues to Attract Shoppers<\/h2>

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Beyond real estate, Alabbar said his e-commerce platform, noon, continued to record strong purchasing activity despite the unsettled regional environment.<\/p>

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He indicated that millions of customers continued shopping through the platform without showing significant hesitation.<\/p>

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The comments suggest that Alabbar sees continued consumer activity as another sign of resilience in the UAE and the wider regional economy.<\/p>

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E-commerce businesses depend on consumer confidence, household spending and the reliability of delivery and payment services. Continued purchasing activity can indicate that customers are maintaining their usual spending patterns, although broader conclusions require detailed sales and financial data.<\/p>

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Alabbar’s remarks also highlighted the diversity of his business interests, which extend beyond property development into online retail and hospitality.<\/p>

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He chairs Eagle Hills in addition to his association with Emaar and noon, giving him experience across several sectors that can respond differently to changing economic conditions.<\/p>

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While property transactions are often linked to long-term investment decisions, online shopping reflects more immediate consumer behaviour. The two businesses therefore provide different perspectives on economic activity.<\/p>

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His comments on noon were presented alongside the property figures as examples of continued commercial activity despite concerns about the regional environment.<\/p>

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Hospitality Activity Reportedly Rises More Than 60%<\/h2>

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Alabbar also reported that hospitality activity was running more than 60 per cent above previous levels.<\/p>

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The figure was cited as another indication of continued demand within one of the sectors closely linked to tourism, business travel and consumer spending.<\/p>

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Hospitality performance can be influenced by several factors, including visitor arrivals, hotel occupancy, room rates, restaurant spending and the volume of business and leisure travel.<\/p>

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However, the supplied account did not specify the exact metric used to calculate the increase or the comparison period against which the 60 per cent rise was measured.<\/p>

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The figure should therefore be attributed to Alabbar rather than interpreted as a verified increase across every part of the UAE hospitality industry.<\/p>

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His comments nevertheless reflected confidence in the country’s ability to sustain commercial activity despite international uncertainty.<\/p>

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The property, e-commerce and hospitality sectors operate under different market conditions, but all depend to varying degrees on consumer confidence, investment decisions and the overall economic environment.<\/p>

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Alabbar’s remarks presented the performance of these businesses as evidence that economic activity had continued during a challenging period.<\/p>

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Stability and Quality of Life Remain Key UAE Advantages<\/h2>

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Addressing the broader economic outlook, Alabbar said stability, effective leadership and quality of life were important strengths for the UAE at a time when uncertainty was increasing in several parts of the world.<\/p>

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He argued that people and businesses were placing greater importance on personal security, access to education and the prospect of a stable future when deciding where to live or establish operations.<\/p>

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In his view, these considerations could carry greater weight than financial incentives alone.<\/p>

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Alabbar suggested that families and investors increasingly wanted to settle in places where they could feel secure, plan for the future and access dependable education and other essential services.<\/p>

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His comments reflected a broader view of international investment decisions, which can be influenced by more than tax rates or the direct cost of doing business.<\/p>

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Companies also consider the availability of skilled workers, infrastructure, regulatory conditions and the ability to attract and retain employees.<\/p>

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For families, access to education, personal safety and long-term certainty can influence relocation decisions.<\/p>

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Alabbar argued that the UAE’s combination of stability and living standards gave it an advantage in attracting people and businesses during periods of global disruption.<\/p>

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He also expressed confidence in the country’s leadership and long-term prospects, describing the national environment as a source of reassurance for investors and residents.<\/p>

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These views were presented as his assessment of the country’s strengths rather than as a guarantee that it would remain unaffected by wider economic or geopolitical developments.<\/p>

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Global Uncertainty Makes Long-Term Planning More Difficult<\/h2>

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Alabbar also discussed the challenges facing business leaders as geopolitical and economic disruptions become harder to anticipate.<\/p>

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He referred to major events such as wars, food shortages, earthquakes, floods and disease outbreaks, arguing that businesses must be prepared for unexpected changes.<\/p>

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He recalled how the Covid-19 pandemic had caught many people by surprise and compared that experience with the shock caused by the more recent regional air conflict.<\/p>

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According to Alabbar, repeated disruptions demonstrate the limitations of relying too heavily on fixed long-term plans.<\/p>

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Businesses may prepare detailed budgets and strategic forecasts, but unexpected developments can quickly change operating conditions, customer behaviour and investment requirements.<\/p>

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He therefore encouraged executives to review their plans more frequently rather than treat multiyear projections as unchangeable commitments.<\/p>

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Alabbar recommended reassessing business strategies every three months, arguing that five-year budgets should be treated as broad guidelines rather than rigid targets.<\/p>

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Such an approach allows companies to reconsider assumptions as new information becomes available.<\/p>

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For example, a business may need to revise its spending plans if customer demand changes, supply chains are disrupted or new technology alters the competitive environment.<\/p>

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Regular reviews can also help management identify emerging risks before they have a substantial impact on financial performance.<\/p>

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However, flexibility does not remove the need for long-term planning. Major investments in property, infrastructure and technology often require years of preparation.<\/p>

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Alabbar’s argument was that businesses should retain their long-term objectives while remaining willing to adjust the steps required to achieve them.<\/p>

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His comments reflected the importance of adaptability in a business environment where economic, political and technological conditions can change rapidly.<\/p>

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Artificial Intelligence Becomes a Business Priority<\/h2>

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Artificial intelligence was another major theme in Alabbar’s discussion.<\/p>

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He described AI adoption as increasingly important for companies seeking to remain competitive, improve productivity and control operating costs.<\/p>

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In his view, businesses that learn to use AI effectively could gain advantages by completing tasks more quickly, improving decision-making and reducing the resources required for certain activities.<\/p>

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Alabbar encouraged business leaders to educate themselves about the technology, experiment with different applications and develop a better understanding of how AI tools can be incorporated into their work.<\/p>

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He also highlighted the importance of prompting, which involves writing clear instructions and questions to guide AI systems towards useful results.<\/p>

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Effective prompting can help users communicate their requirements more precisely and obtain outputs that are better suited to specific business tasks.<\/p>

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For managers, AI may support activities such as research, document preparation, data analysis, customer support and the organisation of information.<\/p>

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However, its usefulness depends on how it is implemented, the quality of the information provided and the ability of users to evaluate the results.<\/p>

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Businesses must also consider issues such as data security, accuracy, privacy and the need for human oversight.<\/p>

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Alabbar’s comments placed responsibility on leaders to understand the technology rather than assume that AI adoption can be delegated entirely to technical teams.<\/p>

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As AI tools become more widely available, the ability to identify suitable applications and integrate them into existing workflows may become an increasingly important management skill.<\/p>

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His emphasis on experimentation reflected the view that organisations need to learn continuously as the technology develops.<\/p>

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Emaar Competes on Quality Rather Than Discounts<\/h2>

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Discussing Emaar’s commercial approach, Alabbar said the company places greater emphasis on the quality of its products than on offering discounts.<\/p>

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He argued that maintaining a strong reputation was more important for long-term success than competing primarily on price.<\/p>

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The philosophy reflects a strategy in which a company’s brand, customer experience and perceived value are treated as central business assets.<\/p>

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In real estate, buyers may consider several factors when choosing a property, including location, design, construction quality, amenities, delivery expectations and the reputation of the developer.<\/p>

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Price remains important, but it is not necessarily the only consideration influencing a purchase.<\/p>

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Alabbar’s remarks indicated that Emaar aims to distinguish its offerings through quality rather than relying on price reductions to attract customers.<\/p>

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He also connected reputation with a broader sense of responsibility, referring to the importance of protecting the names of individuals, families and countries.<\/p>

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For a large developer, reputation can influence customer confidence, future sales and relationships with business partners.<\/p>

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Maintaining that reputation requires more than marketing. It can also depend on project execution, customer service, transparent communication and the ability to meet commitments.<\/p>

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Alabbar’s position suggests that he regards long-term trust as an important foundation for business sustainability.<\/p>

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People Remain Central to Business Success<\/h2>

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Alabbar attributed the performance of his businesses across 20 countries to the people responsible for managing and operating them.<\/p>

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He said that identifying talented employees and rewarding them fairly was a lesson he had learned over the course of his career.<\/p>

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In his view, strong teams are essential to achieving business objectives, especially when organisations operate across multiple markets and industries.<\/p>

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Business leaders must rely on employees to execute strategies, solve problems and respond to unexpected developments. Even a well-designed plan can struggle without the right people to put it into practice.<\/p>

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Recruitment, professional development and fair compensation can therefore influence a company’s ability to attract skilled workers and retain experienced staff.<\/p>

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Alabbar’s comments placed particular emphasis on recognising talent and ensuring that capable people receive appropriate rewards.<\/p>

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His remarks also reflected the management challenges associated with running businesses across different countries, where local market conditions, customer expectations and operational requirements can vary.<\/p>

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For organisations seeking to expand internationally, effective leadership involves building teams that understand their markets while working towards shared business objectives.<\/p>

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Alabbar suggested that the quality of the people running a business can be a decisive factor in its long-term success.<\/p>

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The lesson, as he presented it, was that business leaders should devote significant attention to finding capable individuals and giving them the support needed to perform effectively.<\/p>

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Alabbar Reflects on His Legacy<\/h2>

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Towards the end of the discussion, Alabbar was asked how he would like to be remembered.<\/p>

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His response focused on the contribution he hoped to have made to society rather than on business achievements alone.<\/p>

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He said he wanted to have helped create a better community and to have given people confidence that the future could offer improved opportunities.<\/p>

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The remarks provided a personal conclusion to a discussion that had covered property demand, consumer activity, economic stability, technology and leadership.<\/p>

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Throughout the forum, Alabbar returned to the themes of resilience, adaptability and the importance of maintaining confidence during periods of uncertainty.<\/p>

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His comments on Emaar’s cancellation figures and sales backlog presented a picture of a property business continuing to operate despite a temporary rise in cancellations.<\/p>

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His remarks on noon and hospitality pointed to activity in other parts of his business interests, while his views on the UAE highlighted the role of stability and quality of life in attracting residents and investors.<\/p>

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He also urged business leaders to reconsider traditional planning methods and embrace new technologies as part of their response to a changing global environment.<\/p>

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The discussion ultimately linked commercial success with broader questions about leadership, reputation and social contribution.<\/p>

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For Alabbar, the ability to adapt to changing circumstances, build effective teams and maintain confidence in the future remains central to running businesses in an uncertain world.<\/p><\/div><\/div><\/section><\/section><\/div><\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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