Take a look at six things that will start from June, so you can plan accordingly where possible:

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1. Legal age lowered

The UAE's age of majority will be reduced from 21 lunar years to 18 Gregorian years.

At 18, individuals now have full legal capacity to:

• Enter binding contracts

• Manage and dispose of their assets

• Litigate or be sued in their own name

• Make independent financial and legal decisions 

This change places greater legal responsibility on 18-year-olds, and aligns UAE system to the international standard. Using the Gregorian year aligns with passports, birth certificates, and global contracts and makes cross-border legal matters clearer. Families should now be careful to educate their children in key matters, including property and finance.

However, as with other UAE laws, there are safeguards and safety nets, with courts retaining the authority to exercise their power and intervene in case of misuse of the law.

2. Parking fees to get higher

Starting June 1, Dubai's Parkin announced that a 5-per-cent VAT will be applied to all parking services. This includes on-street and off-street parking, seasonal cards, permits, and reservations. 

For motorists, this means that more of their monthly budget will be allocated to transport. The move, which will come into effect June 1, comes after Parkin submitted a request to Dubai's Roads & Transport Authority (RTA) earlier in the year.

3. New Wage Protection System rule for private sector

The new rule stipulates that salaries must be paid on the first day of each Gregorian month for the previous month's work. If wages are paid after the first of the month, it will be considered a delayed payment.

All companies registered with the ministry must distribute wages through the approved Wage Protection System or other payment channels authorised by the ministry. Employers must also confirm salary payments through documents and data submission.

A private company in the UAE will be considered compliant with this system if it pays least 85 per cent of the total wages due to its employees by the deadline.

4. Salik toll fees to increase

Residents can expect to pay a five-per-cent VAT on Salik toll tariffs and tag activation fee from June 1.

The Dubai-listed company confirmed that the underlying tariff structure remains unchanged, and that VAT represents a pass-through item collected on behalf of the FTA.

5. Alhind offices to be set up

Alhind Group has signed an agreement with Indian Missions in the country to provide Consular, Passport and Visa (CPV) services for Indian nationals living across the Emirates. While services will start on July 1 only, the group's top official said Alhind hopes to have all offices fully functional by June 15.

The 16 centres will provide services including passport and visa processing, OCI card services, Police Clearance Certificates (PCC), Surrender Certificates (SC), Global Entry Program (GEP) verification, apostille and certificate attestation, and other consular support services.

6. Cash payment at Dubai parking metres to be phased out

Dubai's parking metres will see cash being phased out from June 1; however, drivers will still be able to pay for parking tickets using Nol cards.

Customers are encouraged to use the Parkin mobile app in line with the digital transition. The app will also help users avoid additional SMS charges that apply to text-based parking payments. Those wanting to pay their parking charges can also do so on the Dubai Now and RTA app.

The Ministry of Human Resources and Emiratisation (Mohre) has also warned that certain labour violations can still result in a one-year work permit ban.

The clarification is aimed at clearing up common confusion around job transfers, particularly the long-held assumption that employees must obtain a No Objection Certificate (NOC) to move to a new employer.

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However, under Federal Decree-Law No. 33 of 2021, the UAE has largely phased out the old labour ban system, making it easier for most employees to switch jobs.

Here’s everything you need to know about UAE job switch rules.

1. When can an employee in the UAE legally change jobs?
An employee can move to a new employer once the employment contract has ended, or if both employer and employee mutually agree to terminate it. This is also subject to completion of notice periods and proper cancellation of the work permit and residency visa.

2. Do employees still need a No Objection Certificate (NOC) to switch jobs?
In most cases, no. The UAE has largely removed mandatory NOC requirements under its updated labour laws. However, some specific contractual or probation-related situations may still involve conditions agreed between employer and employee.

3. What happens if an employee leaves before completing notice requirements?
Failure to serve the required notice period or comply with contractual obligations can lead to penalties. In some cases, this may include a one-year work permit ban depending on the nature of the violation.

4. Can employees stay in the UAE after leaving a job?
Yes. Employees are allowed a grace period after their employment ends. During this time, they can remain in the UAE to find a new job, transfer their visa, adjust their residency status, or exit the country legally before the grace period expires. The duration can vary depending on visa category, ranging from about 30 days up to six months.

5. What are the main cases where a one-year work permit ban can be applied?
Mohre has said penalties may apply in cases such as unauthorised absence from work, breach of contract, violations during probation, or failure to meet labour law obligations that are proven against the employee.

6. What has the ministry said about “random work stoppages” by employees?
The ministry has warned workers against participating in or inciting “random work stoppages.” It stated that such actions can lead to serious legal consequences, including imprisonment, fines, and even deportation.

Employees facing workplace disputes are urged to use official legal channels and contact the relevant authorities instead of disrupting work operations.

7. What are the probation-period rules for job changes?
Employees wishing to move jobs during probation must provide written notice to their employer. In some cases, the new employer may be required to compensate the previous employer for recruitment costs unless both parties agree otherwise.

8. Can employment contracts be changed to different work arrangements in the UAE?
According to Ministry of Human Resources and Emiratisation, employment contracts can be converted into different work models such as full-time, part-time, temporary, flexible, remote, or job-sharing arrangements. However, this is only allowed if both the employer and employee agree, and all financial dues linked to the original contract are fully settled.

9. How does the UAE visa transfer process work?
The process typically begins with cancellation of the existing work permit and residency visa. A new employer then applies for a fresh work permit, followed by an in-country status change, medical fitness tests, and Emirates ID processing before the new residency visa is issued.

10. Do employees need to leave the UAE to switch jobs?
No. One of the key reforms under the UAE’s updated labour system is the ability to transfer jobs within the country without exiting, provided all legal procedures are followed.

11. How long does the job transfer process usually take?
On average, labour and immigration specialists say the process takes between two and four weeks after notice periods are completed and documentation is submitted.

12. Why have these rules been updated?
The reforms aim to create a more flexible, competitive labour market that attracts global talent while still protecting employer rights through regulated contracts, notice periods and compliance rules.

The findings are based on the SixthFactor UAE AI Attitudes Study 2026, a survey conducted in Q1 2026 among 1,046 UAE residents.

From corporate offices to hybrid teams across the Emirates, AI is quietly reshaping how work gets done, speeding up tasks, supporting decision-making and reducing workload pressures.

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But the shift is not being led by newcomers to the workforce. Instead, it is the country’s mid-career professionals, those forming the backbone of the UAE’s corporate ecosystem, who are driving confidence in AI’s value.

Senior workforce drives AI confidence

The study finds that 65.7 per cent of UAE residents believe AI tools increase their day-to-day productivity, underscoring how quickly digital adoption has moved from novelty to necessity.

The strongest conviction comes from professionals aged 35 to 44, with 70.9 per cent reporting higher productivity through AI use. The 25 to 34 age group follows closely at 68.2 per cent.

Analysts say this trend reflects real workplace experience rather than theoretical enthusiasm, particularly among seasoned professionals who are actively integrating AI into daily workflows.

Himanshu Vashishtha, Founder and Global CEO of SixthFactor, said:

“This study overturns a common assumption: that AI adoption is led by the young and resisted by the experienced. The 35 to 44 cohort is this country's professional engine. Their conviction that AI makes them more productive is not an aspiration; it is a lived, daily reality. For any organisation still debating whether AI delivers value, its own senior workforce has already answered that question.”

HR focus shifts from adoption to effective use

While adoption is rising, experts warn that organisations must now focus on how AI is used, not just whether it is available.

Aws Ismail, General Manager at Marc Ellis, said workplace adoption often depends on education, trust and continuous training rather than initial enthusiasm.

“I would say the most important thing HR teams can do to better support employees in embracing the use of AI correctly and effectively is making them firstly understand that AI isn’t here to replace anyone; it’s here to enhance their productivity and allow them to get more done."

Ismail shared his experience, noting that he witnessed this firsthand with the adoption of AI in their office. He said there was initially strong resistance, but through consistent training, upskilling, and case studies, the team eventually came on board.

Ismail also said that preventing data leaks is an important issue, adding that he advises his team to anonymise any content they upload to help minimise the risk.

He added that AI should remain a support tool rather than a replacement for human judgement, stressing the importance of prompt skills and responsible use.

Rethinking performance in an AI workplace

Beyond adoption, experts stress that the bigger challenge for organisations is redefining performance measurement in an AI-augmented environment.

Ramprakash Ramamoorthy, director of AI research at Zoho Corp., said many organisations are still treating AI as a plug-in tool rather than a structural shift in work design.

“The risk of employees feeling overwhelmed by AI is real, and it largely comes down to how organisations introduce it. Most treat AI adoption as a tooling problem: deploy the product, run a demo, move on. That is orientation, not support. HR teams need to reframe their role here. They are responsible for building the capability to use them well."

He says that the goal is to build confident precision, meaning that employees can use AI not carelessly or fearfully, but with a clear understanding of what it can and cannot do.

He explains what matters now is the quality of human judgement applied on top of AI output. “The employee who catches a hallucinated figure in an AI-generated report before it reaches a client is performing exceptionally well. That needs to be visible and valued in how performance is defined and measured,” added Ramamoorthy.

The latest findings from a survey conducted by recruitment and HR advisory firm Cooper Fitch revealed that companies resumed hiring after the ceasefire was announced on April 8 by the US, Israel and Iran.

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“Before the conflict, the GCC was on track for stronger economic growth in 2026, meaning April's flat result represents a clear gap against expected market momentum. However, the employment base held. In a period that could have produced a significant contraction, the market remained stable,” said Dr Trefor Murphy.

March saw a 12 per cent contraction in hiring in the Gulf Cooperation Council (GCC) countries, the steepest decline during the period.

“Active conflict, Ramadan and Eid significantly reduced hiring. Approval cycles lengthened, expansion plans paused, and businesses focused on operational continuity. April rebounded by 13 per cent after the April 8 ceasefire. Projects and hiring pipelines that paused in March resumed activity. This recovery reflects pent-up demand rather than a fundamental change, with externally driven sectors remaining more cautious than domestic ones,” Dr Murphy said in the Gulf Employment Index.

Prior to the outbreak of the regional military conflict involving the US, Israel and Iran on February 28, hiring in non-oil sectors across the UAE and Gulf economies was growing at a decent pace. However, the war disrupted some key sectors in the region, mainly aviation, travel, tourism and trade.

Recruitment is picking up as economies bounce back after the ceasefire, reflecting the resilience of the regional market.

“This trajectory demonstrates the GCC labour market’s resilience in absorbing shocks while maintaining momentum. The April rebound is positive, but indicates a recovery from a pause rather than sustained growth,” added Dr Murphy.

Top hiring sectors 

The Cooper Fitch survey found that real estate led year-on-year growth, driven by ongoing project delivery and commercial activity in large-scale developments. Hiring focused on delivery, project management and commercial roles across residential, commercial and master-development pipelines.

Finance recorded the next strongest growth, supported by sustained demand for financial planning and analysis, treasury, governance and tax expertise as organisations prioritised financial discipline during the period.

HR and banking posted matching year-on-year growth.

HR activity was supported by nationalisation requirements, talent management, learning and development, and employee relations.

Banking demand focused on risk, compliance, governance and balance-sheet discipline.

Energy and the public sector both saw modest year-on-year growth.

Technology and supply chain recorded marginal year-on-year growth. Technology hiring shifted from broad transformation programmes to integrating capability into core operations, applied AI, data infrastructure, cybersecurity resilience and platform optimisation.

Among the other sectors, supply chain, legal and investments also saw a marginal increase in hiring activity.

Manufacturing declined slightly year-on-year. The sales and marketing sector saw the largest decline during the period.

“No banks in the UAE have reduced employees during this crisis. However, firms and banks readjust and refocus their workforce. For example, some banks use third parties and if their services are no longer needed, they are eliminated. But those employees are not on the banks’ payroll. It could be third-party services offering credit card delivery,” said AbdulAziz Abdulla Al Ghurair, chairman of the UAE Banks Federation (UBF).

Citing an example, Al Ghurair said if a bank was delivering 10,000 cards a day and now it is delivering 2,000 a day, the related service would be reduced.

Due to the regional military conflict involving the US, Israel and Iran, growth in the UAE and GCC economies and private sectors has softened, resulting in some companies cutting jobs.

As UAE banks continue expanding their online services, they are also reducing their branch networks.

“Banks and companies tweak their headcounts according to the phase they are in. So, if we use new technology and bring artificial intelligence (AI) to replace certain tasks, job cuts will happen either today, tomorrow or next year, and this is a healthy thing,” Al Ghurair said during a media briefing on Wednesday.

To support the UAE’s private sector, banks have been offering loan deferrals, fee waivers and interest relief to small and medium enterprises, individual customers and large corporates.

More than 65,300 UAE residents and companies benefited from the Central Bank’s Comprehensive Proactive Financial Institutions Resilience Package in the form of loan deferments, interest relief and fee waivers.

The consulting firm’s data showed that companies are also being flexible in allowing workers to engage in international remote working.

Mercer’s data showed that employers across the region are shifting from short-term crisis response amid the ongoing regional military conflict to long-term workforce management, as remote and flexible working arrangements continue across the region.

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Ted Raffoul, partner and career and workforce products business leader for Mena at Mercer, said workforce flexibility remains widespread in the region.

“Average work-from-home levels remain substantial, including 62 per cent in the UAE, 64 per cent in Kuwait and 86 per cent in Lebanon. Most organisations are also still not requiring employees to return to the office. In the UAE, for example, 82 per cent said they were not requiring a return, with similarly high figures across the region. This suggests remote working is still playing an important role in business continuity, but it also means arrangements introduced at speed are now lasting long enough to raise practical questions about consistency, communication and future expectations,” Raffoul told Khaleej Times.

Many companies in the UAE and Gulf region opted for remote working after military conflict involving the US, Israel and Iran broke out, in line with directives from authorities to ensure the safety and well-being of employees.

International remote working

Importantly, Mercer’s Raffoul noted that flexibility is extending beyond home working into international remote working.

According to Mercer, most firms in several markets now have an international remote working policy, including 59 per cent in the UAE, 59 per cent in Kuwait, 57 per cent in Saudi Arabia and 56 per cent in Qatar. Many have already made changes or are considering changes to their policies. In the UAE, 46 per cent said they had already made changes to their policy, while a further 30 per cent were considering doing so.

“In uncertain times, temporary measures can be necessary, but if they are not clearly framed, they can become harder to reverse, harder to explain and harder to apply consistently. That is why the next phase of employer response in the Middle East is about making sure flexibility, support and contingency planning are aligned to a clearer operating view of what comes next,” Raffoul added.

Rashmi Rajkumar, Partner at ECOVIS JRB Chartered Accountants, argues that while a six-month fund is ideal, it is not realistic for most. She urges workers to focus on "runway" rather than panic.

"The first 48 hours matter more than the next 48 days," Rashmi said. "Know your runway. Speak to your landlord before a cheque becomes a problem, not after. Most will work with you if you approach them early. Schools are often more flexible than people assume, but only if you initiate the conversation."

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Dubai resident Mohammed K, who was recently placed on a six-month furlough, said his first step after walking out was to get in touch with his landlord, bank, and his children’s school. “I emailed all of them and let them know of my position,” he said. “The bank froze my loan payments for three months. My landlord and the school didn’t give me any discounts, but they gave me a monthly payment plan.”

Practical moves

For those without a safety net, the advice is brutally practical. Salam Pappinissery, CEO of Yab Legal Services, warned that while desperation leads many to seek quick cash, illegality is not an option in the UAE.

"If you do not have an emergency fund, you can try legal freelance or part-time jobs, but you must obtain a formal work permit or NOC," he said. "Engaging in 'off-the-book' work without a permit can lead to severe legal penalties, fines, or deportation."

Serial entrepreneur Ellen Mannaert cautioned that ego is the biggest barrier to survival. She advises selling assets immediately and ignoring social pressure to maintain a lavish lifestyle.

"Sell what you own that is not essential. The watch, the bag, the second laptop," she said. "Cash matters more in this season than the story those things were telling. The hardest part is letting go of the version of ourselves we were performing for other people. The image, the LinkedIn post, the Friday brunch."

Communication is currency

Beth Clay, Financial Wellness Consultant at Financed Well, said that the "story you tell yourself" often causes more damage than the actual pay cut. She advocates for radical transparency with banks and family.

"The first thing I ask anyone in this situation is 'what is the story you are telling yourself right now?'" she said. "Most people either freeze and avoid their finances, or overcorrect and make fast, reactive decisions. What actually works is taking a step back."

She shared the case of a client named Mostafa, a tech worker made redundant after 11 years in the UAE. After calculating his gratuity and reduced outgoings, he realised he had seven months of runway. "Seeing his face take in that number was a relief," she recalled. "That buffer meant he could take time looking for the right opportunity and not take the first one. He was back in permanent employment four months later at a higher salary than before."

The consensus is clear: denial is the enemy. Whether through negotiating rent, filing for ILOE insurance, or moving to a smaller unit, survival depends on action over hope. Ellen concluded, "A moment like this is not the end of your identity. It is one of the rare times we are forced to look honestly at what was really working and what was not."

The Group launched a new technology platform, Masar, during the last financial year, which helped hiring managers shortlist 390,000 candidates from 3.5 million applications and onboard more than 9,700 people in the UAE, it said in the annual report released on Thursday.

The Group said its total workforce grew by 8 per cent to 130,919 employees, as Emirates and dnata continued recruitment activities around the world to support expanding operations and boost future capabilities.

Emirates Group is one of the most sought-after employers in the UAE and globally, as applicants are attracted by competitive remuneration and tax-free salaries. On Thursday, it announced a bonus equivalent to a 20-week salary for employees after reporting record profits for the 2025-26 financial year.

The Group said its UAE national workforce grew to more than 4,000, demonstrating the success of its programmes to attract, develop and retain local talent.

According to the Group’s annual report, Emirates airline added 5,515 new employees during the financial year ended March 31, 2026, taking its total workforce to 74,980, an increase of 8 per cent year-on-year.

In January, Adel Al Redha, Deputy President and Chief Operations Officer at Emirates, told Khaleej Times that Emirates airline will need to recruit close to 20,000 operational staff in five years, including cabin crew, pilots, engineers, technicians, and airport staff.

According to Brand Finance, Emirates airline’s brand value jumped 27 per cent to $10.6 billion as it moved up one position to rank third in 2026 and remains the most valuable airline brand outside North America.

Emirates also remained the world’s most profitable airline as it announced a record Dh22.8 billion profit before tax.

Dnata, which provides ground handling, cargo, travel and flight catering services, also hired 8 per cent more employees last year, taking its workforce to 55,939.

“Our people are a big part of our success, enabling us to respond with agility in a dynamic operating environment. I’d like to thank all our employees — they have truly exemplified the qualities that set the Emirates Group apart during testing times,” said Sheikh Ahmed bin Saeed Al Maktoum.

“I’d like to thank our employees. They have truly exemplified the qualities that set the Emirates Group apart during testing times — professionalism, commitment, compassion and courage,” he added.

The Group said fuel and employee costs were the airline’s two biggest cost components in 2025-26.

In January, Emirates signed an agreement with Dubai Investments Park to secure a site for the Cabin Crew Village, a multibillion-dirham residential community that will accommodate 12,000 crew members upon completion.

Last week, it was announced that the Alhind Tours & Travels Pvt Ltd had secured a key contract to provide passport, consular and visa services for the Indian missions in UAE and Sri Lanka. For over a decade, the group has been operating government-approved centres across major Indian cities—one of only four agencies certified to provide these services. Alhind won the contract by submitting the lowest financial bid among the four shortlisted companies.

The walk-in interviews to hire for the posts will take place between 9am and 1.30pm and all job seekers with a valid UAE residence visa are encouraged to apply. Candidates are being recruited for the roles of submission officers and counter staff, and fresh graduates are encouraged to apply.

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Other open roles include that of senior managers, branch heads, operations managers and operations executives. For these positions, previous experience in consular services is preferred. Interested job seekers are advised to bring their updated CVs as well as copies of their passports, residence visas, and educational certificates. Candidates are also encouraged to arrive early, as large turnouts are expected.

In the UAE, the company will operate more than 16 offices for consular services across all seven emirates. The walk-in interviews on Sunday will be recruiting for all these 16 locations, meaning successful candidates could be placed anywhere in the country depending on operational needs.

Alhind is expected to start their services on July 1 and the company’s chairman Mohammed Haris T told Khaleej Times that they will enforce a unified, all-inclusive fee structure charging just Dh19 above the mandated embassy costs to keep the rates affordable.

As per the agreement with the Indian embassy, Alhind will offer the following key services:

• Passport and visa processing

• OCI (Overseas Citizen of India) card services

• Police Clearance Certificates (PCC)

• Surrender Certificates (SC)

• Global Entry Programme (GEP) verification

• Apostille and certificate attestation services

• Other consular services

The airline said: "If you are passionate about people, are hardworking and have an unwavering commitment to provide a great experience then we would like to hear from you"

It also detailed a list of minimum requirements to become cabin crew, while stating that there will be a training bond of $2,650 (Dh9,700) for the first year.

Here is the full list of minimum requirements:

• Must be at least 21‭ ‬years old
• Minimum height of 158cm, in accordance with our safety regulations‬
• Well-groomed and professional appearance, in line with flydubai’s grooming standards
• No visible tattoos while in uniform
• Possession of a valid passport
• In good health, with the ability to pass an aero medical examination
• Fluent in written and spoken English; proficiency in additional languages is an advantage‬
• Confident in the water when wearing a flotation aid/life jacket
• Willing to work irregular hours, including weekends, holidays, and overnight shifts
• Enthusiastic and proactive, with a passion for delivering excellent service
• Respectful, adaptable, and willing to work in a multi-cultural team environment
• Must have a safety-conscious attitude and ability to respond to emergencies in a calm and effective manner
• Willing to relocate to Dubai, (UAE)
• High school diploma is essential
• International aviation experience is an advantage
• 1 year of experience in a customer service role, ideally in aviation, hospitality, or retail

Pay and benefits

Cabin crew will get a basic salary with housing and transportation of Dh8,275. There will also be a variable flying pay of Dh4,500 per month, based on an average of 90 flying hours.

Benefits include: medical insurance, end of service benefit, paid leave of 30‭ ‬days per year, annual leave ticket, concessional tickets for family and friends, and an open-ended contract.

His reality proved different. For the young Emirati, applications disappeared into silence, feedback never came, and no platform existed specifically for Emirati talent despite the national focus on Emiratisation.

"I was using multiple platforms, sending out applications, but there was very little visibility on what was happening," Doleh told Khaleej Times. "No feedback, no clear direction, and no real sense of progress."

Through conversations with peers, he discovered the issue extended far beyond his own experience. Many Emiratis faced the same fragmented process, applying without responses and uncertain where to find relevant opportunities.

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"That's when it shifted from a personal frustration to a much wider problem," he said.

The insight became the foundation of Dawlati, an AI-powered platform he co-founded with his father, Rashid Doleh, to connect verified Emirati talent with aligned job opportunities. The father-son partnership combined a generational perspective with three decades of business experience.

"The hardest part was building trust on both sides," Doleh said. "Convincing employers to adopt a new system while ensuring there were enough meaningful opportunities for Emiratis to engage."

In 150 days since launch, Dawlati has attracted over 12,000 verified Emirati professionals, generated thousands of AI-driven matches daily, and facilitated hundreds of placements across UAE industries.

The platform verifies users through UAE PASS and uses intelligent matching to give employers ranked candidate access while providing job seekers visibility into previously hidden roles. One employer struggling to meet year-end Emiratisation targets hired eight Emiratis and extended eleven offers within a month through the platform.

An early moment at the Tawdheef x Zaheb Career Fair in Abu Dhabi confirmed the model's potential. A user downloaded the application on day one and returned the next day already in the interview stages.

"Going from ideation to really making an impact on someone's career was always the intention," Doleh said. "To see it firsthand was a full circle moment."

The platform distinguishes itself by building specifically for Emiratisation rather than adapting global hiring tools. Every profile undergoes verification, and interactions centre on measurable outcomes and long-term career growth rather than simple placement.

"Modern technology has transformed many industries, but it hasn't yet been fully applied to the core of Emiratisation," Doleh said. "We're building the infrastructure that brings clarity, speed, and accountability to what has been a fragmented process."

For Doleh, the experience has reshaped his view of the UAE labour market. The opportunities exist, as does strong intent from the government and private sector. The challenge lies in connection rather than availability.

"The opportunities are there," he said. "The challenge has never been a lack of opportunity or talent, but how effectively we connect people to it."

Dawlati now focuses on scaling impact through advanced AI-driven matching, deeper workforce insights for employers, and expanded industry access. The goal extends beyond immediate hiring to support long-term career progression for future Emirati leadership.

His advice to young Emiratis navigating the system remains direct.

"Don't take silence or rejection as a reflection of your value. Often, it's just a reflection of a system that isn't fully optimised yet, and that's exactly what we're working to change."

Long‭, ‬nine-hour shifts‭, ‬while masked up‭, ‬often left him breathless‭. ‬“Being strapped into something like an N95‭ ‬mask wasn’t a happy experience‭,‬”‭ ‬he says‭. ‬So while people clung to their jobs‭, ‬Misquith looked for side hustles that could be pursued legally while holding a full-time job in the UAE‭. ‬“I got an e-trader license that legally enabled you to operate outside of the scope of your work even if you were on a dependent‭ ‬visa or company visa‭,‬”‭ ‬he says‭.‬

Step 2‭ ‬was to‭ ‬“develop himself”‭. ‬Although he studied engineering in college‭, ‬he had valuable‭, ‬real-world experience only in marketing‭. ‬“But I didn’t have the educational qualifications or certifications to back that up if I was to put that down on a resume‭,‬”‭ ‬he says‭. ‬Misquith spent his free time earning certifications from platforms like Google‭, ‬Semrush‭, ‬and HubSpot and also enrolled‭ ‬in online diploma courses in social media marketing and digital marketing‭. ‬He networked actively on LinkedIn‭, ‬reached out to personal channels to spread word about his work and finally landed his first US-based client‭. ‬Soon‭, ‬his earnings from these jobs were comfortable enough to convince him to quit his full-time job in March 2022‭.‬

The pandemic may have wreaked havoc on the world several years ago but the current geopolitical tensions sparked by the Iran war‭, ‬have triggered a sense of déjà vu among workers worldwide as they‭, ‬once again‭, ‬grapple with familiar challenges like job instability‭, ‬steep pay cuts‭, ‬layoffs and tumbling markets‭. ‬But experts insist that instead of drowning in despair‭, ‬workers can survive and even thrive‭, ‬in such uncertain times by upskilling and pivoting to other fields‭.‬

Pedro Lacerda‭, ‬Senior Vice President of recruitment‭, ‬staffing and HR service providers TASC Outsourcing says that professionals‭ ‬who have successfully transitioned to new sectors often enjoy greater career success as those sectors tend to have long-term demand‭. ‬“For example‭, ‬individuals from traditional administrative or customer service roles have moved into digital support‭, ‬e-commerce operations‭, ‬or tech-enabled services after gaining relevant skills‭,‬”‭ ‬he explains‭.‬

The war has also fuelled a demand for more jobs in sectors that are‭ ‬“closely tied to long-term national priorities”‭, ‬says Lacerda‭, ‬“such as technology‭, ‬digital transformation‭, ‬healthcare‭, ‬logistics and financial services‭.‬”‭ ‬And as organizations strengthen their operations and digital infrastructure‭, ‬professionals working in cybersecurity‭, ‬data analytics‭, ‬supply chain management‭, ‬remote operations and risk management are also much sought-after‭. ‬Interestingly‭, ‬companies are also eyeing roles like Misquith’s that are flexible‭, ‬“such as project-based hiring and specialized consulting‭.‬”

A career pivot in challenging times

On platforms like Reddit and Facebook‭, ‬workers have shared anxieties about living in uncertain times‭, ‬experiencing layoffs and pay cuts‭, ‬and dealing with visa-related complications‭. ‬Aws Ismail‭, ‬director of recruitment‭, ‬outsourcing and training provider Marc‭ ‬Ellis explains that he hasn’t witnessed such job cuts yet but if someone has lost their job‭, ‬“speed matters”‭. ‬“The first two weeks are critical‭. ‬Candidates need to activate their networks‭, ‬speak to recruiters‭, ‬and apply strategically rather than randomly‭,‬”‭ ‬he says‭.‬

They should also look at how they can switch to in-demand jobs or sectors where they can use their transferable skills‭, ‬upskill‭ ‬through short courses or certifications that have market value‭, ‬and gain practical experience by grabbing internships‭, ‬freelance‭ ‬roles or project-based work‭. ‬Lacerda also stresses the importance of networking as it‭ ‬“opens doors to opportunities that may not be publicly advertised‭.‬”

Ismail cites an example of a candidate who had lost his job in traditional banking operations during the pandemic and struggled‭ ‬to get a similar role‭. ‬“But he invested three months in getting a data analytics certification and repositioned himself‭. ‬He is now working in a fintech‭ ‬firm on a higher package with better growth prospects‭. ‬The key was aligning his existing experience with a growing field‭,‬”‭ ‬he points out‭.‬

Mistakes to avoid

Kevin Alexander‭, ‬founder‭ & ‬partner‭, ‬Design Cave 3D grew up in Dubai where his father ran an exhibition business‭. ‬He joined the business in 2015‭ ‬after studying mechanical engineering‭, ‬but the pandemic shuttered it down‭.‬

He briefly worked in a kids’‭ ‬entertainment company and also launched a venture with a friend‭, ‬which was short-lived‭. ‬“After that‭, ‬I took a step back and became more intentional about what I wanted to pursue long-term‭,‬”‭ ‬he says‭. ‬He started researching the 3D printing and additive manufacturing space‭, ‬learnt 3D design software like Fusion 360‭ & ‬Blender through online resources like YouTube‭, ‬and gained hands-on experience by working on actual models and projects‭. ‬He finally started Design Cave 3D in 2022‭.  ‬

In retrospect‭, ‬he credits his mentors for helping him focus on the nitty-gritties of starting a business and says consistency and patience are key‭. ‬“It’s easy to get distracted or demotivated when progress feels slow or unclear‭. ‬You have to keep showing up‭, ‬keep learning‭, ‬and keep moving things forward even when results aren’t immediate‭.‬”

Experts point out that candidates often make the mistake of adopting a passive approach to the job market or fixating on previous roles during a job search‭. ‬“This can make it harder to see new opportunities where their skills might be valuable‭,‬”‭ ‬Lacerda points out‭. ‬Candidates also often panic and apply for irrelevant jobs‭. ‬“They wait to hear from companies rather than actively doing a search and reaching out to their network and qualified recruiters‭,‬”‭ ‬says Ismail‭. ‬“In this market‭, ‬those who stay adaptable‭, ‬visible‭, ‬and commercially aware tend to secure opportunities faster‭. ‬And those who wait for stability before acting often fall behind‭.‬”

Misquith suggests that financially capable individuals consider alternatives such as going independent‭, ‬starting a business‭, ‬or‭ ‬developing multiple income streams in the current scenario‭ - ‬especially in situations where a company is willing to continue sponsoring a work visa but is unable to offer full salary compensation‭. ‬“There are options like applying for a part time work permit and all the company has to do is sign an NOC‭, ‬in order to apply for‭ ‬the MOHRE permit‭,‬”‭ ‬he points out‭.‬

Misquith‭, ‬who wrote about his successful career transition on Reddit last month‭, ‬explains that one can cope with current uncertainties by either mindlessly watching eight hours of TV‭, ‬or use that time to proactively search for other opportunities‭. ‬“There are plenty of free certifications out there‭,‬”‭ ‬he points out‭. ‬“And the AI revolution is already here‭. ‬I know that a lot of these AI tools are offering free courses‭, ‬so I’m going to use most of this summer to take up all the free certifications‭.‬”

Recruiters say the market is not slowing down, but becoming more selective, with companies focusing on value, adaptability, and long-term fit over rapid hiring.

From volume to precision

According to recruiters, companies are now prioritising quality over quantity when it comes to hiring decisions. “Hiring right now is less about volume and more about precision, prioritising multi-skilled and adaptable talent over rigid job descriptions,” said Sara Yahia, a global HR leader and cultural commentator. “It’s a shift from ‘growth at all costs’ to ‘value per hire’.”

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This shift is also changing which roles are moving forward. Positions tied directly to revenue, efficiency, and digital transformation are being prioritised, while others are quietly being put on hold. “Tech, AI-adjacent sales, and cost-optimisation functions are hot right now,” she added, noting that “nice-to-have roles” are being deprioritised.

Longer timelines, more competition

For job seekers, this has translated into a more competitive and less predictable process. “The biggest shift is more competition per role and longer decision cycles,” Sara said. “Candidates are facing ‘silent pipelines’ where processes stretch, and feedback shrinks, which amplifies uncertainty.”

Recruiters say this can make the process feel stalled, even when roles are actively being filled behind the scenes.

Anxiety rising among candidates

Beyond the practical challenges, recruiters are also seeing a clear emotional impact on candidates. “Anxiety is showing up as over-applying, second-guessing, and burnout mid-process,” Sara explained. “Candidates are trying to control what they can, spreading themselves too thin, which backfires.”

She added that workplace wellbeing needs to go beyond surface-level initiatives. “It can’t be just a talking point. Workplace wellbeing has to be a commitment.”

A more strategic approach to job search

Experts say that in this environment, job seekers need to rethink how they approach the process. “Treat your job search like a structured project, not an emotional rollercoaster,” Sara said. “Set targets, limit application volume, and focus on quality conversations over quantity clicks.”

This means being more intentional about where and how applications are sent, rather than applying broadly without direction.

Opportunities still exist for those who adapt

Despite the challenges, recruiters stress that hiring has not stopped; it has simply become more focused.

“Companies are still hiring, but with clearer objectives,” another UAE-based HR expert, Mohammed Al Tayer, said. “We’re seeing organisations invest in roles that directly support growth, innovation, and long-term resilience.”

They added that candidates who stay proactive and adaptable continue to find opportunities. “Candidates who upskill, stay informed, and tailor their applications are still finding strong opportunities. It’s less about applying everywhere, and more about applying smartly.”

Employers are also placing greater emphasis on mindset and learning ability. “Demonstrating curiosity, flexibility, and a willingness to learn can make a real difference.”

Slower hiring, stronger matches

While longer hiring cycles may feel frustrating, some experts say they are leading to better outcomes overall. “What we’re seeing is a move towards better alignment,” Ola Mandi, recruitment specialist, said. “Companies are taking more time to ensure the right fit, and candidates are also being more selective about where they apply.”

This, they say, can result in more sustainable hiring decisions. “Slower processes can feel frustrating, but they often result in stronger matches and better retention in the long run.”

Clarity, visibility and connections matter most

In a more selective market, standing out requires more than just experience. “Uncertain markets reward clarity and connections,” Sara said. “Candidates who show impact, not just responsibilities, stand out; those with strong networks often skip the line.” She added that confidence today is tied to how clearly candidates communicate their value. “Confidence today is about relevance and visibility, know your value, say it boldly, and get it in front of the right people." 

The hiring surge follows a major expansion announcement by Dubai-based Woodlem Education, which plans to launch eight new schools across the country.

In an exclusive interview with Khaleej Times, Noufal Ahmed, Founder and Managing Director of Woodlem Education, said the expansion reflects a long-term vision for the UAE, while also creating widespread employment opportunities.

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“Our expansion plans reflect our long-term commitment to the UAE. The opening of eight new Woodlem Education schools will create significant opportunities by expanding high quality yet affordable access to education for students across UAE in different curriculum while generating 1,500+ job openings across teaching and non-teaching roles,” he said.

He added that the initiative will go beyond hiring, supporting both educators and learners alike.

“This growth supports both career development for professionals and enhanced learning environments for students.”

New schools across emirates

As part of the rollout, four schools are set to open their doors in September 2026, spread across multiple emirates. These include institutions in Ajman, Ras Al Khaimah, Fujairah, and Dubai, catering to American and British curricula.

The schools scheduled to begin operations in September 2026 include:

• Columbia Crest American School, Ajman

• Woodlem American Private School, Ras Al Khaimah

• Woodlem Heights British Private School, Fujairah

• Woodlem International American School, Al Mamzar, Dubai

A second phase will follow in April 2027, with four Indian curriculum schools scheduled to launch across the UAE, further diversifying education options for families.

Wide range of roles on offer

Meanwhile, Ahmed pointed out that the recruitment drive will span a broad spectrum of positions, from senior leadership to entry-level and support roles — opening doors for candidates at different stages of their careers.

Detailing the hiring plans, Ahmed said, “The recruitment will cover a wide range of roles, including senior leadership positions (Principal, Vice Principal, Heads of Sections), academic roles (Heads of Departments, Teachers), and administrative positions (HR, Admissions, IT, Accounts).”

He added that the opportunities will extend beyond traditional academic roles.

“Additionally, support staff roles such as maintenance, drivers, and bus monitors will also be included. Freshers with the right qualifications and passion are encouraged to apply.”

The group also emphasised its inclusive hiring approach, particularly for those entering the workforce or new to the UAE job market.

“We take pride in being an inclusive employer that not only values experienced professionals but also actively supports fresh graduates and early-career candidates who are passionate about building a career in education,” Ahmed said.

Highlighting a common challenge among jobseekers, he added, “We understand the challenges faced by candidates without UAE experience and aim to provide them with meaningful opportunities.”

Ahmed further emphasised the importance of diversity within the organisation.

“Additionally, we are committed to fostering a diverse and multicultural work environment, welcoming individuals from different nationalities and backgrounds. This diversity enriches our school community and creates a global learning atmosphere that benefits both staff and students.”

Founded in Ajman in 2017, Woodlem Education has grown rapidly into a multi-curriculum group. It currently operates six Indian curriculum schools, three British curriculum schools, one American curriculum school, and two nurseries, serving over 20,000 students with a workforce of around 3,000 staff.

As the ongoing US-Israel-Iran war continues to create some uncertainty, some businesses in the UAE are navigating difficult times, the question on everyone’s minds is the same: Is my job safe?

According to Tayfun Topkoc, senior international vice president, at PeopleStrong, uncertainty today is not just affecting business sentiment but reshaping what employees expect from leadership.

"Employees are less unsettled by change itself and more by how clearly and decisively organisations respond to it," he said. "It is not change that drives anxiety, but the absence of direction and authentic communication."

Michelle Raymond, CEO and founder of The People's Partner, has seen this play out firsthand in her conversations with employees across the UAE. "The biggest impact is psychological," she said. "People can cope with a lot when they feel informed and protected. But what seems to damage confidence is not just uncertainty itself but uncertainty without context."

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She noted that inside organisations, the anxiety tends to show up in quieter ways first. "Employees become much more cautious. They're starting to ask themselves whether growth plans will pause, whether restructuring is coming, whether promotions will be delayed, or whether they need a back-up plan."

Common mistakes

When organisations are forced to restructure quickly, mistakes can damage long-term retention. Topkoc warned that the biggest error is solving only for the short term at the expense of long-term people capability.

"When restructuring is treated purely as a cost response, organisations risk weakening the talent foundation they will need to recover and grow," he said. "When employees do not understand the rationale behind change, uncertainty spreads across the organisation, and the best talent, who always have options, begin to look elsewhere."

Raymond identified three common mistakes. "The first mistake I'm seeing is companies thinking only about the numbers. If leaders focus only on numbers and fail to manage the human impact properly, they may protect short-term cash flow while damaging long-term retention."

"The second mistake is going quiet. In periods like this, employees will fill any silence with their own narrative of events, and that version is usually worse than reality. The third mistake is making knee-jerk cuts without thinking through capability."

Talent retention

So, what does a smart talent retention strategy look like in this climate? Topkoc said the focus should be on relevance, not just reassurance. "Employees are looking for stability, but equally for a clear path to growth and continued professional relevance. The question on every employee's mind is not just 'will I keep my job?' but 'Can I build a meaningful future within this organisation?'"

Raymond gave the example of companies that are getting it right. "A good retention strategy right now is visible steadiness. The organisations getting this right are the ones creating calm through clarity, not pretending there is no pressure."

She cited Burjeel Holdings as a useful public example. "Even during the current regional tension, the company has continued to expand, with its leadership speaking openly about resilience, adaptability, and long-term thinking."

She also noted that Bloomberg and other financial institutions have allowed staff in Dubai to temporarily work from outside the region, with the hope of returning to the same pay and same level when things improve.

Honest advice

For employees feeling the weight of uncertainty, both experts offered grounded, practical advice.

Topkoc urged workers not to automatically read uncertainty as decline. "What we are seeing across the region is a broader realignment of roles and skills, a natural evolution as industries adapt to new realities,” he said. While some roles may come under pressure, demand for relevant, future-ready capabilities continues to remain strong across the Middle East."

His advice was to stay adaptable. “Continue building skills that matter, remain aligned with your organisation's evolving priorities, and stay open to internal opportunities that may not have existed before," he said.

Raymond added: "Stay calm, but stay aware. Do your job well, make your value visible, and keep your options open. You don't need to panic, but you do need to be prepared."

A new guide issued by the Ministry of Human Resources and Emiratisation (Mohre) lays out in detail how remote work operates in the private sector, covering everything from working hours and leave entitlements to employer obligations, monitoring rules and penalties for non-compliance. It offers clarity for both companies and employees navigating hybrid and remote arrangements.

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Here is a breakdown of what the rules say:

What is remote work?

Remote work allows employees to perform their duties outside the workplace, either fully or partially, using digital communication tools, as agreed in the employment contract.

Employees are entitled to the same:

• Salary

• Working hours

• Leave

• Workplace protections

What are employers required to do?

• Issue a clear employment contract covering salary, role, hours and duration

• Adhere to legal working hours and grant rest days

• Provide annual, sick and other leave

• Supply necessary devices and technical tools

• Pay all dues on time when contracts end

• Not charge recruitment or hiring fees

• Clearly define tasks and communication systems

• Monitor employees and provide records if requested by labour inspectors

What must employees do?

• Complete tasks themselves (no outsourcing)

• Work within agreed hours and respond promptly

• Use company equipment properly

• Maintain confidentiality of work data

• Submit reports and complete tasks on time

• Attend virtual meetings when required

How many hours can you work?

• 8 hours per day, up to 48 hours per week

• Overtime must be paid if limits are exceeded

• Daily rest breaks are mandatory (not counted as work hours)

• At least one paid weekly day off is required

What leave are employees entitled to?

Annual leave

• 30 days per year after one year of service

• Pro-rated leave if less than one year

Sick leave

• 15 days full pay

• 30 days half pay

• 45 days unpaid

Maternity leave

• 60 days (45 full pay, 15 half pay)

• Termination due to pregnancy is not permitted

Other leave

• Parental leave: 10 working days

• Bereavement leave: 3 to 5 days depending on relation

• Study and national service leave (subject to conditions)

What insurance must be provided?

Employers must provide:

• Health insurance for remote workers

• Worker protection insurance covering unpaid wages (up to Dh20,000)

Employees must subscribe to unemployment insurance, which provides:

• 60 per cent of salary for up to 3 months if job is lost

What counts as a violation?

• Not responding during working hours without valid reason

• Repeated delays in completing tasks

• Doing personal work during official hours

• Assigning tasks to others without approval

• Logging in without actually working

Employers may take disciplinary action, including termination in serious cases.

Is logging in enough to prove you are working?

No. Performance is measured based on output and quality of work.

Can you set your own working hours?

No. Working hours are defined in the employment contract.

Can you do personal tasks during work hours?

No. Work hours are strictly for job responsibilities.

Can employers monitor remote employees?

Yes. Monitoring is allowed if it is appropriate and respects employee privacy and dignity.

Can poor performance lead to termination?

Yes. The same performance rules apply as for office-based employees.

What about UAE nationals under Nafis?

• Eligibility depends on having a genuine, active job

• Remote work does not affect benefits if conditions are met

• Any employment changes must be reported

There are “no systemic permanent layoffs” in the UAE, as companies believe that the regional military conflict is a temporary issue, say recruitment industry executives.

Companies in the UAE and the Gulf region are encouraging employees to take accrued leave instead of implementing systematic permanent layoffs, as business leaders seek to reduce costs responsibly while protecting the long-term interests of their organisations amid the ongoing regional conflict involving the US, Israel and Iran.

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“It’s been a little over one month since the regional issues started. So far, we haven’t seen any trend of systematic permanent layoffs. This is a good sign and signals positive sentiment in the employers’ market about what the future holds. The steps taken by companies tend to indicate that almost all employers presently see this conflict as a temporary issue lasting a few weeks or months, creating momentary pressure on revenues and profitability rather than a long-term decline,” Mohammad Osama, CEO of GRG, told Khaleej Times in an interview.

A systemic layoff refers to a widespread, planned reduction in the workforce that is embedded in an organisation's structure or operational strategy.

On Tuesday, Danube Group announced that it would not lay off any employees.

“We will not lay off any employees at Danube Group. All salaries will be paid on time. Our 6,000-plus employees are not just our workforce; they are our family,” said Rizwan Sajan, founder and chairman of Danube Group.

Sanjeev Giri, head of operations at Adecco UAE, said it is natural for employees to wonder whether challenging market conditions might lead to layoffs, salary adjustments, or temporary cost-containment measures.

“Yet the broader picture of the UAE labour market tells a more reassuring story – one of continued growth, adaptability, and forward-looking workforce strategies,” he said, adding that the key question facing business leaders is not simply how to reduce costs, but how to do so responsibly while protecting long-term organisational capability.

He noted that firms recognise that talent is an asset requiring significant time and investment to build. “Losing experienced employees during temporary downturns can create larger challenges when markets recover. As a result, organisations are adopting more flexible workforce strategies.”

Unpaid leave, salary cuts

Giri added that some sectors react more quickly than others to shifts in demand or operational pressures.

“Industries such as aviation services, retail, logistics, and energy-related services often experience early adjustments during market fluctuations. For organisations in these sectors, workforce planning becomes a critical balancing act.”

Sanjeev Giri elaborated that common approaches include offering voluntary unpaid leave options, temporarily redeploying employees to other projects, adjusting work schedules, or slowing new hiring while protecting existing teams. These measures allow organisations to navigate short-term financial pressures while maintaining workforce stability.

Mohammad Osama said these steps vary from industry to industry and from market to market.

“For example, in Saudi Arabia, particularly for companies operating in the Western Province, we haven’t seen any impact whatsoever. Similarly, in the technology sector, companies are carrying on with their projects with little to no disruption.”

He added that the most extreme cases are in the hospitality industry, where a percentage of staff have been asked to take unpaid leave until the situation eases. Other measures have included up to a 30 per cent reduction in staff salaries, which is again temporary until the situation improves.

“However, in many other industries and sectors that haven’t been impacted as much, business continues as usual. Some of the measures taken have included reduced spending on staff entertainment, business travel expenses, and, in some cases, non-essential marketing and PR,” he added.

Use accrued leave

Mohammad Osama added that some companies are encouraging employees to use their accrued leave.

“This has been seen in most companies, particularly where employees have decided to travel outside the UAE due to the current situation. While many companies have allowed their staff to work from home in Dubai, they have been more reluctant to allow them to work from outside the country. Several reasons have been cited for this, including time zone differences, access to essential connectivity tools, and the availability of a work-conducive environment,” he added.

Moreover, firms with diversified business units are deploying key staff and high-performing employees to other projects.

Giri also confirmed that firms are encouraging employees to utilise accrued annual leave.

The Dubai-based Danube Group has pledged not to cut jobs and to pay salaries on time, reassuring more than 6,000 employees amid ongoing regional tensions.

The company’s statement comes as businesses across the UAE and the Gulf navigate challenges stemming from the US-Israel-Iran military conflict, now in its second month.

“We will not lay off any employees. All salaries will be paid on time. Our 6,000-plus employees are not just our workforce; they are our family,” said Rizwan Sajan, founder and chairman of Danube Group.

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“They believed in us, stood by us, and helped build Danube Group into what it is today. In times like these, we stand by them with the same commitment,” he added.

Danube Group operates across real estate, building materials, home furnishing, and hospitality.

During the Covid-19 pandemic, the company had similarly committed to retaining staff and later reversed salary cuts implemented in April and May 2020.

Recruitment industry executives say many UAE companies view the current conflict as temporary, creating short-term pressure on revenues rather than a prolonged downturn. As a result, firms are avoiding large-scale layoffs, instead redeploying staff and encouraging employees to take accrued leave.

Adel Mardini, President and CEO of Jetex, earlier told Khaleej Times the company has no plans to cut jobs despite a slowdown.

“We have zero plans to cut any positions. Training and certifying airport staff takes time, and we want to be ready when demand fully returns,” he said.

Jetex, which employs more than 1,000 people, plans to expand its network from 44 to 50 airports across Africa, the Middle East, and Europe by late 2026 or early 2027.

Answer: Pursuant to your queries, it is assumed that you were employed by an entity incorporated in mainland UAE and therefore the provisions of the UAE employment law and its cabinet resolution and subsequent amendment are applicable.

In the UAE, if an employment of an employee is terminated without a valid reason such termination may be termed as arbitrary termination in accordance with Article 47 of the Federal Decree-Law no. 33 of 2021 Regarding the Regulation of Employment Relationships and its amendments (the “Employment Law”). In case of an arbitrary termination, an employee may file a complaint with the Ministry of Human Resources & Emiratisation (MOHRE) against an employer. Based on a complaint filed by an employee against an employer, the MOHRE will attempt to amicably resolve the dispute between an employer and an employee. This is in accordance with the Article 1 of the Federal Decree Law No. 09 of 2024 Revising some Provisions of Federal Decree-Law no. 33 of 2021 Concerning Labour Relations (the “Amended Employment Law”) amending the provision of the Article 54 of the Employment law.

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“In the event of a dispute between an Employer and an Employee or their beneficiaries under the provisions of this Decree-Law, the dispute shall be submitted to the Ministry for resolution. This application will be examined by the Ministry and the necessary steps will be taken in order to resolve the dispute amicably.”

Further, in case MOHRE is unable to resolve a dispute amicably it will refer a dispute to the competent court in the emirate where an employer is incorporated, within 14 calendar days from the date of submission of a complaint by an employee, in accordance with the Article 31(2) of the Cabinet Resolution No. 1 of 2022 on the Implementation of Federal Decree Law No. 33 of 2021 regarding the Regulations of Employment Relation.

“If an amicable settlement is not possible, the Ministry shall refer the dispute to the competent court within (14) fourteen days from the date of submission of the complaint, along with a memorandum including an abstract of the dispute, the arguments of both parties and the Ministry’s recommendation.”

However, in the event a dispute amount does not exceed Dh50,000, the MOHRE has the authority to resolve such disputes under its jurisdiction.  This is in accordance with Article 1 of the Amended Employment Law amending Article 54 (2) of the Employment Law.

“The Ministry shall have jurisdiction to resolve the dispute by a decision in all cases involving disputes whose value does not exceed Dh50,000 (Fffty thousand dirhams) or whose dispute is concerning either party failing to adhere to an amicable settlement decision previously issued by the Ministry, regardless of the claim's value.”

Further, a decision issues by MOHRE, for a dispute not exceeding Dh50,000, can be enforced before a court of competent jurisdiction. An employer and an employee may file an objection before the competent court of first instance, within 15 working days from the date of notification of the MOHRE's decision. The court shall schedule a hearing within 3 working days and issue a final ruling within 30 working days. Once a  case is filed, the MOHRE's decision shall not be implemented  until the court delivers its final judgment.  This is in accordance with the Article  1 of the Amended Employment Law amending 54(3) of the Employment Law.

Furthermore, if a dispute continues, the MOHRE has the authority to direct an employer to pay the employee's wages for up to two months. This is in accordance with Article 1 of the Amended Employment Law amending Article 54(5) of the Employment Law, “If the dispute continues, the Ministry may order the employer to pay the employee’s wage for a maximum period of (2) two months, provided that the dispute has resulted in the withholding of such payment in accordance with the provisions of this Decree-Law’s Implementing Regulation.”

Based on the aforementioned provisions of law, you may file a complaint with MOHRE against your employer for termination of your employment without a valid reason. However, you may have to provide evidence proving that the termination was arbitrary in nature. You may be entitled for compensation on grounds of arbitrary termination, if proven that the termination was arbitrary, in accordance with Article 47(2) of the Employment Law. However, if there is no amicable settlement or the order issued by MOHRE is not satisfactory, you may consider pursuing the matter through the relevant court in the UAE that has jurisdiction to resolve the matter.

Applicable law:

1. Federal Decree-Law no. 33 of 2021 Regarding the Regulation of Employment Relationships and its amendments

2.  Federal Decree Law No. 09 of 2024 Revising some Provisions of Federal Decree-Law no. 33 of 2021 Concerning Labour Relations

3. Cabinet Resolution No. 1 of 2022 on the Implementation of Federal Decree Law No. 33 of 2021 regarding the Regulations of Employment Relation

Ashish Mehta is the founder and managing partner of Ashish Mehta & Associates. He is qualified to practise law in Dubai, the United Kingdom and India. Full details of his firm are on www.amalawyers.com. Readers may e-mail their questions to news@khaleejtimes.com or send them to Legal View, Khaleej Times, PO Box 11243, Dubai. 

Disclaimer: The information provided above is intended for general guidance and does not constitute legal advice. It is recommended to seek formal legal counsel if needed.

[Editor's Note: Follow Khaleej Times live blog amid US-Israel-Iran war for the latest regional developments.]

Azizi Hospitality, a subsidiary of Azizi Developments, will develop 151 hotels, including 100 four-star hotels, 50 five-star hotels, and one seven-star hotel, with more than 90 per cent of the portfolio based in Dubai.

Once completed, the portfolio will add approximately 60,000 room keys to the emirate’s hospitality capacity and create more than 75,000 jobs in the sector.

The portfolio will also include the seven-star hotel within Burj Azizi, the upcoming landmark tower on Sheikh Zayed Road that is set to become the world’s second tallest building.

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“Dubai has consistently proven itself to be one of the world’s most stable, forward-looking and opportunity-rich destinations. The emirate’s leadership has built an environment that inspires confidence among investors and developers, enabling bold projects that contribute to its global standing,” said Mirwais Azizi, founder and chairman of Azizi Developments.

"Our Dh75 billion investment in hospitality reflects our long-term commitment to Dubai and our strong belief in its continued growth as a global tourism hub. We remain fully aligned with the emirate’s economic and tourism ambitions, helping attract visitors from around the world while reinforcing Dubai’s reputation as a city that continues to set new global benchmarks,” he added.

Work in progress

According to CBRE, Dubai aims to expand its keys to over 160,000, focusing on mid-market and lifestyle niches to support its 25 million visitor target.

Abu Dhabi is aggressively scaling its cultural and entertainment districts, targeting 39.3 million visitors by 2030 through massive investments in the Saadiyat Cultural District and Yas Island.

Simultaneously, RAK is advancing its plan to reach 3.5 million visitors by 2030 and doubling its hotel keys, anchored by strategic attraction of global brands and the addition of new masterplans such as RAK Central, Marjan Beach, and the upcoming Jebel Jais masterplan, in parallel with further expanding Mina and Al Hamra Village

The Dubai-based private developer announced the ground-breaking of a property on Tuesday.

Located within the Azizi Riviera community in Mohammed Bin Rashid City, the five-star hotel is among ten hotel developments across various categories that are currently in design, development, or construction stages.

Farhad Azizi, Group CEO of Azizi Group, told Khaleej Times that eight hotels are under construction.

Moreover, the company will establish the training institution, Azizi Hospitality Academy, to develop the next generation of hospitality professionals in the UAE and support the sector with internationally trained talent.

Many UAE companies have implemented hybrid and remote work policies to assist their employees in these testing times to be safe and closer to their families.

HR and recruitment industry executives say that the UAE’s corporate environment has evolved significantly in recent years as businesses are better prepared to adapt quickly while maintaining operational continuity.

“Companies across the UAE are responding with a high degree of flexibility. Many organisations have already embedded hybrid or remote working frameworks into their operating models, which allows them to activate work-from-home arrangements quickly when needed. Where roles permit, employees are being encouraged to work remotely to ensure continuity without disruption,” said Sanjeev Giri, head of operations, Adecco UAE.

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Beyond location flexibility, he said, employers are also adjusting working hours, streamlining reporting structures, and increasing internal communication to maintain productivity and morale. “The focus has been on maintaining stability while minimising stress for employees.”

On Sunday, the UAE’s Ministry of Human Resources and Emiratisation recommended that private sector employers in the UAE take the necessary measures to avoid the presence of workers in exposed areas, except for vital and essential jobs that require physical attendance, and to implement remote work wherever possible.

Nicki Wilson, executive director at Genie Recruitment, emphasised that companies across the UAE are closely monitoring all official government guidance.

“Many private sector employers have either implemented or are in the process of implementing temporary work-from-home policies in light of the current regional situation. This is in support of government advisories and school directives encouraging people to remain indoors where possible,” she added.

Employees stuck abroad

Due to airlines suspending flights amid airspace closure in the UAE and other Gulf countries, companies in the UAE are flexible in their approach.

“Yes, most companies are approaching such cases with understanding and pragmatism. Where employees are stranded abroad due to airspace restrictions, employers are assessing whether remote work is feasible and extending temporary work-from-home arrangements accordingly,” Sanjeev Giri told Khaleej Times.

“In situations where the nature of the role does not allow remote work, companies are reviewing options such as annual leave utilisation, discretionary paid leave, or temporary unpaid leave without negative consequences. Given that these circumstances are beyond the employee’s control, the general sentiment has been supportive rather than punitive,” he added.

Moreover, some companies are also strengthening emergency communication channels and crisis response protocols to provide reassurance and clarity during uncertain periods. Additionally, many employers are recognising that retention and engagement are closely tied to how they support their workforce during challenging times. “As a result, we are seeing a stronger emphasis on empathy, transparency, and proactive communication from leadership teams.”

Nicki Wilson noted that during periods of uncertainty, communication is key and providing clarity, reassurance and flexibility where possible remains a priority.

Answer: In the UAE, it is at the discretion of an employer to assign annual leave, generally by mutual agreement with an employee, based on work requirements and the rotation of employees' annual leave within an entity.

This is in accordance with Article 29 (4) of the Employment Law, which states, “The employee shall use his leave in the year of entitlement. The employer may fix the dates of leave according to the work requirements and in agreement with the employee or rotate leaves among employees for the smooth progress of work, and shall notify the employee of the date of his leave at least one month before the same.”

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An employer may not lawfully terminate an employee solely because a project deadline coincides with an employee’s approved annual leave, particularly where the leave was granted in accordance with the Employment Law. Dismissal in such circumstances may be challenged as an arbitrary or unlawful termination.

In this regard, the provisions of Article 47 of the Employment Law may be referred to. It reads as follows:

“Article (47) Arbitrary dismissal:

1. The dismissal of an employee by his employer shall be arbitrary if the employee submits a serious complaint to the ministry or files an action proven to be valid against the employer.

2. The employer shall pay the employee fair compensation estimated by the competent court, if it is found that the dismissal is arbitrary pursuant to paragraph (1) above.

The amount of compensation shall be determined based on the type of work, the extent of harm sustained by the employee and the length of his service. In any case, the amount of compensation shall not exceed three months’ wage of the employee, calculated based on the last wage received by the employee.

3. The provisions of paragraph (2) above shall not prejudice the right of an employee to the pay in lieu of notice and severance pay due to him under the provisions hereof.”

Based on the aforementioned provisions of law, your employer may not call upon you to work during the annual leave.

However, you and your employer may mutually agree on the terms and conditions for working during your annual leave.

Alternatively, you may also request your employer to reschedule your annual leave upon completion of the proposed project.

Moreover, if you work during annual leave, your employer is obligated to compensate for such days through subsequent annual leave or additional pay.

If you voluntarily agree to work, you may negotiate appropriate compensation in accordance with the Employment Law. In case your employer unilaterally terminates the employment contract, you may claim compensation.

If the claim is upheld, the employer shall pay compensation for arbitrary dismissal, amounting up to three months' salary, based on your last drawn salary. If you face undue pressure or adverse action, you may seek further guidance or file a complaint with the Ministry of Human Resources and Emiratisation.

Ashish Mehta is the founder and Managing Partner of Ashish Mehta & Associates. He is qualified to practise law in Dubai, the United Kingdom and India. Full details of his firm on: www.amalawyers.com. Readers may e-mail their questions to: news@khaleejtimes.com or send them to Legal View, Khaleej Times, PO Box 11243, Dubai.

“In Q4 2025, Wynn Al Marjan Island hired a net 56 new team members, bringing the total employee count to date to 251, consisting mostly senior-level executives, senior management and G&A (general and administrative) functions,” it said in its annual 2025 report. The company expects to have 3,000 employees by December 31, 2026.

A joint venture between the US-based casino operator Wynn Resorts and RAK Holding, the 70-story Wynn Al Marjan is scheduled to open in the first quarter of 2027. The resort will feature 1,530 rooms and suites, 22 F&B venues, a theatre, luxury retail, and a marina. It is expected to catalyse a new wave of international tourism to Ras Al Khaimah, significantly enhancing its global profile and high-end appeal.

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“Onboarding of line staff will rapidly increase over the course of 2026,” Wynn Resorts said in the report.

Wynn Al Marjan is expected to create more than 9,000 direct and indirect jobs in Ras Al Khaimah and other emirates.

Recruitment will be expedited to fill key positions a few months ahead of opening in order to train employees in line with global standards.

As of Sunday, it had advertised for around 112 vacancies across different sections, including marketing, gaming, finance, operations, F&B, events, IT, legal, retail and others.

Construction of Wynn Al Marjan remains on schedule, with the hotel tower topping out in December and extensive interior works underway, it said.

The high-profile hospitality and gaming project will substantially boost tourism in Ras Al Khaimah once it opens its doors next year.

In 2025, the northern emirate received 1.3 million overnight visitors, a six per cent increase compared to the previous year. It recorded a 12 per cent growth in tourism revenues.

The northern emirate has set a target of 3.5 million tourists by 2030, and the opening of Wynn Al Marjan will play a key role in achieving the target.

Wynn Al Marjan added that the completed acquisition of Wynn Mayfair in London in 2025 enhanced its database-building effort, given significant VIP overlap between London and the UAE.

A recent report found that 42 per cent of employers are prioritising upskilling over hiring, a trend that is reshaping opportunities for jobseekers.

According to new data from the Hays 2026 US Salary & Hiring Trends Guide, the challenge isn't just competition — it's that many business owners and hiring managers are actively holding or slowing hiring, even when roles appear open.

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“From where I sit as a training academy co-founder and a Recruitment Firm co-founder, this shift toward upskilling is less about freezing opportunities and more about employers becoming cautious and pragmatic,” said Zaid Alhiali, Co-Founder, Marc Ellis.

He added, “Businesses are operating in an environment where budgets are tighter, it’s harder to attract the right talent, and skills are evolving quickly. Rather than bringing in new people and waiting months for them to get up to speed, many organisations are choosing to invest in the people they already trust.”

Candidates to upskill alongside job search

For jobseekers, the change means that past experience alone may not be enough. “Candidates who are securing roles today are the ones who show they are actively learning, adaptable, and aligned with what employers need right now — whether that’s digital skills, commercial awareness, or leadership capability,” Alhiali said. “We strongly advise candidates to upskill alongside their job search, pursue targeted certifications, and clearly articulate how their skills can solve immediate business problems.”

“Right now, many employers aren’t rushing to hire — they’re waiting for the right person,” said Dave Brown, CEO of Hays Americas. He explains candidates who sit back and wait rarely get the call. “The ones who break through are those who follow up with intent, show clear value, and make it easy for a business owner to say yes.”

In practice, UAE companies are already seeing the benefits.

Shabeel Ummer, Head of HR at V Group International, Middle East, explained, “We focus on training our sales associates in advanced product knowledge, personalised customer service, and digital sales tools. Instead of hiring new employees for specialised roles, we upskill current staff to handle high-value clients, manage online orders, and run loyalty programs effectively.”

He added, “This strategy helps improve customer experience, sales performance, and employee retention while keeping headcount stable. Hiring new staff can be time-consuming and costly, whereas investing in training allows companies to fill skill gaps faster and retain experienced talent.”

Karuna Agarwal, Director of Future Tense UAE, noted that upskilling is investing in a known asset who has been nurtured over time.

She said, “Employees with proven performance and potential are familiar with the organisational DNA, making them twice as attractive to upskill than trying out a new hire. Time and trust are the main drivers for this preference.”

Employers seek specialised skills

Many roles appear open but aren’t being filled, raising questions for jobseekers and recruiters about what this slowdown signals and which sectors are still genuinely hiring.

“This trend reflects employers’ clarity on what they want and their patience in waiting for the right talent,” she added. “It probably also signals that employers are looking for more specialisation in skills and industry for their perfect match of expectation.” She highlights hiring is in demand across all sectors, although the trend for “mass hiring is increasingly slowing down.”

However, experts advise jobseekers to embrace continuous learning, with the most competitive candidates being those who treat skill development as part of their career journey.

Jessie Joy, Head of HR at Magnitude Creative in Abu Dhabi, emphasised that existing employees already understand systems, clients, and culture.

“Upskilling them is faster and closes the productivity gap. When a company invests in their growth, employee morale and loyalty increase. Actual recruitment happens where revenue, regulation, or delivery risk necessitates additional capacity.”

Under the agreement, six to eight hotels will be developed, delivering approximately 3,500 keys across key locations in the UAE and Saudi Arabia.

The planned expansion, representing an investment of around Dh2 billion, will double Premier Inn’s current portfolio of 3,184 keys.

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“The planned expansion is set to create significant employment opportunities, both within Premier Inn Middle East and across the broader GCC job market. This will support careers across hospitality, operations, and management. This growth also allows us to continue developing local talent as part of our long-term commitment to the region,” the hotel group said in a statement.

Premier Inn Middle East, a joint venture between Emirates Group and Whitbread, currently operates 11 hotels across the UAE and Qatar. The strategic partnership with Equitativa will target high-demand markets, including Dubai, Abu Dhabi, Ras Al Khaimah, Riyadh and Jeddah, with a focus on city and airport locations, supporting the long-term tourism and economic ambitions of both the UAE and Saudi Arabia.

Demand for hotels is growing in the UAE and the wider Gulf region due to increasing foreign tourist arrivals and a rising trend of staycations.

Dubai, a regional and global tourism destination, recorded 19.59 million international overnight visitors in 2025, marking a 5 per cent increase compared to 18.72 million arrivals in 2024, according to data published by the Dubai Department of Economy and Tourism (DET). It was the third successive year of record-setting figures.

According to DET’s full-year data, the GCC and Mena proximity markets had a combined 26 per cent share of overall visitors to Dubai in 2025, with 2.99 million (15 per cent) and 2.17 million (11 per cent) arrivals, respectively.

Simon Leigh, managing director, Premier Inn Middle East, said the partnership supports the company’s ambition for long-term, sustainable growth. “By combining our operational expertise with Equitativa’s asset management experience and regional knowledge, we look forward to bringing more Premier Inn hotels to markets where the demand for high-quality mid-market accommodation continues to outpace supply,” he said.

Sylvain Vieujot, chairman of Equitativa Real Estate, said Premier Inn’s strong value proposition aligns well with the needs of travellers across the GCC and the growing demand for mid-market hotels.

Launched by Thumbay Group, the project includes a branch campus of Gulf Medical University and a university hospital, along with research centres, simulation labs, pharmacies and diagnostic services. The development is expected to see a floating population of about 6,000 people, including students, faculty, healthcare professionals and visitors.

The education zone will feature advanced simulation laboratories, surgical skills centres and AI-supported learning systems. Students will train in clinical environments connected directly to hospital facilities.

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The healthcare component will be anchored by Thumbay University Hospital Dubai, which will roll out services in phases. In Phase One, the hospital will offer renal dialysis, cardiology, orthopaedics and rehabilitation services, with plans to expand into a multi-specialty academic hospital.

Speaking at the launch, Dr Thumbay Moideen, Founder President of Thumbay Group, said the project integrates education, healthcare and research within one medical campus.

“Thumbay Medicity Dubai is the next chapter of a dream that began with one clear belief — education, healthcare, and research must grow together. We are very much aligned with the Vision of Dubai, and the city now gains an integrated academic medical city built to shape future professionals, elevate patient care, and fuel new discoveries.”

The facility is located on the Dubai–Sharjah border in Al Qusais, providing access to nearby residential communities and transport links.

“We are seeing strong demand for candidates with AI capability across sectors such as financial services, aviation, logistics, and professional services in the UAE. Rather than a fixed salary premium, the defining factor is competition — employers are often competing for a limited pool of proven talent. This has accelerated hiring timelines and increased cross-border recruitment, particularly for specialised roles,” said James Randall, Middle East sales director, HireRight.

According to a study by PwC, despite global trends toward skill-based hiring, UAE employers continue to prioritise degrees for roles with higher AI exposure as 84 per cent of AI-exposed job postings in 2024 still require degree qualifications.

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According to a study by PwC, AI-related job postings in the UAE have doubled from 5,000 to 10,000 between 2021 and 2024. The majority of these 10,000 jobs requiring AI skills in the UAE are in white-collar sectors.

The global consultancy noted that AI job demand is growing two to three times faster in the UAE than overall job postings, signalling accelerated adoption across UAE sectors.

For organisations, he said, the challenge is no longer simply attracting talent, but making fast, accurate, and compliant hiring decisions in a highly competitive market.

As a result, he said, verification has become even more critical.

“When AI-related skills carry higher commercial value, employers are placing greater emphasis on validating credentials, employment history, and technical experience to ensure they are hiring genuine capability, not just well-presented CVs. This trend reflects broader global patterns. In practical terms, roles that require AI capabilities attract notably higher wage premiums,” Randall told Khaleej Times.

Traditional AI-screen no longer sufficient

As roles become more specialised, accurate screening becomes even more important. In a market like the UAE, employers need confidence that qualifications, experience, and technical claims are legitimate and verifiable before making hiring decisions.

James Randall noted that many organisations are rethinking how they assess candidates for AI-influenced roles.

“Traditional CV screening alone is no longer sufficient, particularly as recruitment becomes more digital and geographically dispersed. Employers are increasingly strengthening identity verification, credential validation, and background screening, especially for remote, cross-border and sensitive roles. While digital hiring improves efficiency, it also increases the risk of misrepresentation and fraud if not properly governed,” he said.

In 2026, according to HireRight, the demand in the UAE is shifting away from purely technical or coding-based roles toward applied AI capabilities that can deliver practical business value.

“Employers are increasingly looking for professionals who can use AI to support decision-making, automation, compliance monitoring, customer experience, and risk management," added Randall.

Released by global recruitment and HR advisory firm Cooper Fitch, the survey found that 77 per cent of UAE employers will pay out bonuses in 2026, compared to 72 per cent the previous year.

Around 23 per cent of companies do not plan to pay bonuses to employees this year for their 2025 performance, down from 28 per cent in the previous year, according to the Bonus Report 2026 released on Monday.

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“We've seen a five per cent increase in the amount of bonuses paid last year to 77 per cent, which is quite significant. If we look at the other countries, there are only marginal increases. The UAE saw the biggest improvement across GCC countries in terms of bonus payouts,” said Trefor Murphy, CEO and founder of Cooper Fitch.

For individual contributors, the study found that bonus outcomes were more conservative and closely linked to role scarcity and business impact. While 41 per cent of organisations awarded bonuses equivalent to one to two months’ basic salary, smaller bonuses and non-payouts remained common, with 25 per cent reporting no bonus.

Why are companies paying more bonuses?

Nearly one-fourth of organisations — 23 per cent — reported no planned bonus payout, underscoring continued cost discipline and performance-based differentiation.

Bonuses equivalent to one to two months’ basic salary remained the most common outcome (36 per cent), reinforcing their position as the prevailing benchmark across most sectors.

Overall, 26 per cent of companies reported bonuses ranging from three to five months’ salary, highlighting selective reward strategies rather than broad-based expansion.

“The biggest bonus payout is 1-2 months' salary, representing 36 per cent of all respondents. And only seven per cent receiving six month or more salary bonus. Overall, more people are paying bonuses to their teams, but the percentage of very high bonuses is reducing. Firms still pay higher bonuses in the UAE, than in any of the other 11 countries that we operate in,” Murphy told Khaleej Times during an interview on Monday.

Commenting on the factors behind the trend, he said that when things are going well, employees in the UAE expect to be rewarded well. And when things don't go well, they don’t expect to be rewarded for that.

“The whole idea of high-performance bonuses is kind of ingrained into employees in the region. This includes accountants, marketing executives, social media people, and the operations team. Secondly, salary increases in the last few years have certainly slowed down. Organisations are trying to reward people for doing very well at their job by paying a performance bonus rather than an overall salary increase, which one could argue is reasonably fair, but maybe it's a balanced approach to these things,” added Murphy.

Sectors and roles

Banking, financial services and insurance led the market at the top end, with 13 per cent of firms awarding bonuses of six months’ basic salary or more — the highest across all sectors.

In the three-to-five-month salary range, media and entertainment recorded the strongest concentration, with 38 per cent of employers awarding bonuses at this level. FMCG and consumer goods (35 per cent), as well as energy, utilities and renewables (28 per cent), also showed solid mid-tier bonus activity, underscoring the role of performance-linked incentives in commercially driven environments.

Among other sectors, marketing, advertising and public relations reported the highest incidence of no bonus payout at 53 per cent. No-bonus outcomes were also recorded in media and entertainment (43 per cent), retail, e-commerce and luxury goods (43 per cent), heavy industry and manufacturing (33 per cent), and mining, metals and natural resources (33 per cent).

Across most industries, one to two months’ basic salary remained the dominant benchmark.

“Organisations are increasingly distinguishing between transformation-critical specialists and broader delivery roles, especially in sectors such as aviation, government, media, and retail, where fixed pay, budget limits, and margin constraints influence reward decisions,” it said.

The financial free zone added 2,525 new registered companies, bringing the total to 8,844. Gross new company registrations exceeded 2,000 for the first time. It also added 1,677 new firms in artificial intelligence, fintech and innovation.

The number of active registered companies in the free zone has more than doubled over the past three years, rising from 4,377 in 2022 to 8,844 last year. Financial and innovation companies grew 28 per cent to 2,776. Non-financial firms rose 28 per cent to 6,068.

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In terms of geographical distribution, the Middle East and Asia accounted for 51 per cent of financial registrations, followed by 17 per cent from the UK, 9 per cent from the US, 8 per cent from Europe and 15 per cent from other countries and regions.

“2025 was an excellent year for the DIFC. We delivered strong organic growth and achieved another year of record-breaking results. Of course, such results have further contributed to the unconsolidated position of DIFC as an undisputed regional financial centre in the region, and a significant contributor to the growth and development of the Dubai economy, especially in the financial service sector,” said Essa Kazim, Governor of DIFC.

The number of firms regulated by the Dubai Financial Services Authority (DFSA) reached 1,052 last year, including over 500 wealth and asset management firms, 290-plus banks and capital market companies, 135-plus insurance and reinsurance companies, and over 70 brokerage firms.

The financial free zone is also home to the largest ecosystem supporting family businesses, including 1,289 family businesses, over 600 firms supporting family businesses and 1,115 foundations.

1.7m sqft of new office space

The Dubai International Financial Centre’s net profit rose 28 per cent to Dh1.48 billion in 2025, while combined revenues increased 20 per cent to Dh2.13 billion. Operating profit was up 9 per cent at Dh1.45 billion. Total assets stood at Dh21.2 billion as of December 31, 2025.

Data showed that DIFC commercial occupancy reached 100 per cent, and 95 per cent when including third-party buildings. Its Business Centre, Gate Village and Gate District also saw 100 per cent occupancy. Gate Avenue’s occupancy grew 4.2 per cent to 99 per cent as it recorded 16.4 million visitors, up 24 per cent.

“We are very keen to really develop new office spaces. We will be putting DIFC Square in the market in February 2026, adding roughly 600,000 square feet of office space, followed by the Innovation Two tower, which is roughly going to add around 203,000 square feet in August this year. And then Immersive Tower by DIFC will be released in July 2027, adding 630,000 sqft of commercial GFSA,” said Essa Kazim during a media briefing.

“In total, we will provide around 1.7 million square feet of office space in the next 2 or 3 years. And that will also be complemented by the DIFC Zabeel District,” he concluded.

During the summit in Dubai, the session brought together Gilbert Houngbo, Director-General of the International Labour Organization, Robyn Scott, co-founder and CEO of Apolitical, and David Bach, President of IMD Business School. They discussed how governments, organisations, and individuals must adapt to an ever-evolving workplace. 

Need for flexible institutions, not fixed plans

Gilbert Houngbo stressed that governments should accept uncertainty as the new norm. “Five, 10, or 20 years from now, it is challenging to predict how the labour market will look,” he said, adding that the priority should be building strong, adaptable institutions rather than rigid workforce plans.

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He warned that while AI is delivering significant productivity gains, those gains are not automatically translating into better wages or job security. “The gap between productivity and wages is already wide," he said, calling on policymakers to act early to prevent future inequalities. Investment in skills, he added, is no longer optional but foundational.

Humans must stay above the algorithm

Robyn Scott offered a blunt assessment of where AI could have the most significant immediate impact: government itself. "There is a $1.75 trillion productivity opportunity if governments harness AI properly,” she said, noting that AI thrives in bureaucratic environments where repetitive research, writing, and processing tasks dominate.

Rather than replacing workers, Scott argued for augmentation over automation, allowing AI to handle routine tasks while humans focus on judgment-heavy, complex cases. This shift, she said, requires constant retraining not as a one-off exercise, but as a “muscle for change management”.

One of her most striking warnings focused on human agency. “If agency is drained from humans and handed over entirely to algorithms, that becomes a zero-sum dynamic that is very dangerous for society,” she said. The key question for governments and employers, she added, is whether people are working below or above the algorithm.

Optimism is not naive

For David Bach, the biggest risk the future of work faces is not technology itself, but fear. Citing global trust data, Bach pointed to stark contrasts in optimism between regions. While only a small minority in some Western countries believe the next generation will be better off, optimism in the UAE is significantly higher.

“When people aren’t optimistic, they don’t invest in their own skills. They don’t support experimentation. Leadership today is about articulating an optimistic vision that acknowledges risk but mobilises people to act,” he said. Optimism, he stressed, is not about ignoring disruption, but about believing institutions can manage it.

Redefining 'good work' in the age of AI 

As jobs become less permanent and career paths less linear, the panel agreed that good work cannot be defined by job titles alone. Houngbo emphasised that AI must be used to reduce hardship while ensuring decent wages, social protection, and fairness, particularly for women, who are disproportionately represented in repetitive roles most vulnerable to automation.

Scott added that as the 'half-life' of jobs shrinks, identity tied to a single profession will become fragile. "We need to shift motivation from external job identity to internal meaning," she said, warning that education systems built around credentials are no longer fit for purpose. Bach reinforced this by sharing an example of a hospital cleaner who found deep meaning in her work supporting cancer patients. "Good work isn’t about prestige or technology," he said. "It’s about meaning."

Organisation's will be redesigned, and so will careers 

Looking ahead, the panel predicted major shifts in organisational design. AI agents, Bach explained, will allow individual contributors to have greater impact without becoming people managers, breaking long-held assumptions about career progression.

Scott urged organisation's to stop thinking in terms of roles and titles, and instead focus on tasks and workflows, where AI is actually deployed. Culture, leadership principles, and safe spaces for experimentation, she said, will matter more than specific technical skills.

As Bach concluded, no one knows precisely which skills will matter most in the future. “What we do know,” he said, “is that people need direction, energy, and environments where they can learn, experiment, and fail safely.”

During his visit to the UAE, he stated that these trainings and skills will enhance the employability of workers overseas.

Hussain said the government is also focused on the importance of pre-departure training to better prepare Pakistani workers for overseas job markets.

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Overseas Pakistanis in the UAE and other countries play a crucial role in supporting the country in terms of remittances. There are approximately 10 million Pakistanis living in foreign countries, including more than half in the Gulf countries. There are over 1.7 million Pakistanis who have made the UAE their second home.

The minister’s comments came during his visit to the Emirates. On Monday, he toured the Pakistan consulate in Dubai and reviewed the delivery of consular services, including passport issuance, national identity cards, community welfare and other public facilitation services.

Hussain Muhammad, Consul General of Pakistan in Dubai, and the minister discussed issues concerning the welfare and facilitation of Pakistani nationals residing in the UAE.

Chaudhary Salik Hussain earlier said that his government plans to arrange jobs for 800,000 nationals in foreign countries, including the UAE, GCC, and others, this year. This is an increase of 60,000 from last year.

In 2025, around 740,000 Pakistanis went abroad for employment.

In January 2026, the UAE and Pakistan agreed to sign a “pre-immigration clearance” agreement for Pakistani nationals travelling to the UAE. The system will be launched first on a pilot basis. Karachi is selected as the initial location.

During his UAE visit, Salik Hussain held a meeting with Rabab Abdullah Al-Osaimi, Director-General of Public Authority for Manpower (PAM), Kuwait. They discussed ways to further strengthen cooperation in the labour sector.

The Pakistani minister stated that his country greatly values its long-standing and robust ties with Kuwait and is ready to sign the proposed Labour Memorandum of Understanding (MoU), which could be finalised during the forthcoming visit of the Crown Prince of Kuwait to Pakistan.

The minister also requested access to the PAM portal for Pakistani workers and overseas employment promoters to facilitate smoother recruitment processes.

Both sides agreed to institutionalise regular mutual consultations and engagements.

The report said employers in the UAE are hiring simultaneously for scale and skill, driven by continued recruitment in construction and hospitality alongside rising demand for specialised roles in cloud computing, data and digital technologies.

In the UAE, hiring demand was led by construction and real estate, followed by IT, telecom and internet; and oil, gas and energy, making it one of the region’s most evenly balanced labour markets. The most in-demand functions were engineering, sales and software/IT, while employers frequently recruited for project managers, sales executives and customer service representatives.

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The report identified HVAC, accounting and customer support as critical skills that defined competitive advantage for candidates in the UAE job market, highlighting continued demand for both technical expertise and customer-facing capabilities.

GCC-wide demand

Across the GCC, traditional industries such as Construction and Oil, Gas & Energy continued to dominate recruitment activity, accounting for more than 4.6 million candidate searches during the year. Employers showed heightened demand for Engineering talent (850,000+ searches), Sales roles (800,000+ searches) and Project Management positions (775,000+ searches), reflecting the region’s ongoing focus on execution-led growth.

The findings are based on insights from more than 9 million hiring interactions on Naukrigulf in 2025, supported by jobseeker sentiment gathered through monthly Gulf Pulse surveys across the UAE, Saudi Arabia, Qatar, Oman, Kuwait and Bahrain.

Negotiation challenges for employees

Despite strong hiring activity, employees continue to face challenges when negotiating with employers. Nearly 46% of jobseekers cited salary expectation mismatches as their biggest obstacle, while 32% said articulating personal value remained difficult. Other challenges included handling counteroffers (18%) and negotiating benefits (4%).

Beyond pay, UAE professionals increasingly prioritised non-monetary benefits when evaluating job opportunities. Professional development emerged as the most sought-after benefit, followed by vacation time, health benefits and flexible working arrangements, underscoring a growing focus on long-term career growth and work-life balance.

Nearly six in 10 Gen Z workers and almost half of Millennials now have side hustles, according to a Harris Poll. The trend is driven not only by ambition but also by the desire for flexibility, freedom, and multiple income streams to gain control over the future.

A 2024 Glassdoor-Harris poll found that 39 per cent of employees take on side hustles to supplement their income, rising to 57 per cent for Gen Z and 48 per cent for Millennials.

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In Dubai, this shift is also fuelled by wage stagnation, rising living costs, and changing definitions of work and success.

Burnout and workplace challenges

Jessie Joy, Head of HR and Admin at Magnitude Creative, said, “Side hustles are becoming more prevalent at our agency due to remote and hybrid employment. One employment is no longer seen by workers as the sole source of stability. It’s a sensible reaction to inflation, housing costs, educational fees, or family obligations for many members of the elder generation.”

As for Generation Z, she explained many begin working part-time while they are in school. “It seems typical to keep doing so after getting a full-time job. It provides a sense of security and additional revenue.”

She explained the challenges it brings to workplaces.

“When workers commit to several projects and continuously switch between their primary job and a second one without taking adequate time off, burnout becomes a serious issue. We deal with employees arriving late or departing early, submitting unscheduled leave requests, or appearing distracted from sleep deprivation. This can eventually affect employee engagement, loyalty, and long-term sustainability at work, not because they don't care as much, but rather because they are overworked."

Hemant Jain, executive and career transformation coach in Dubai, pointed out that the Millennials he is coaching are exploring side hustles as a backup and safety net in case of a sudden job loss.

“The Gen Z look at them as low-risk experiments to find out what they like and what they want to do in life. In both cases, the side hustles are taking far more time and energy than they thought and are affecting their day job negatively, in terms of their attentiveness and even commitment."

This is turning into a challenge for employers. “They (employers) fail to understand the root cause of the problem, as the side hustles are seldom publicised or revealed,” added Jain.

Financial pressures and changing mindsets

For many young professionals, side hustles are about more than money — they’re about security and skill-building.

“Like many people my age, I took on a side hustle not just to earn extra income but to feel more secure about my future,” said Aisha Haddad, a 24-year-old Syrian expat. “Living in the UAE comes with opportunities but also responsibilities, and my freelance work helps me support my family back home while building skills that my full-time job alone wouldn’t give me.”

Tejasvi Sandeep Gurjar, a 22-year-old fashion marketer, pointed to rising expenses as a driving force.

“The price hike in commodities and the spike in rents really pinch and are concerning. To overcome this, I feel a lot of people in my generation have started investing in cryptocurrency. I personally do, and it’s a good platform to tackle expenses. If you invest for a longer period of time, you can benefit from it.”

The pressures of AI and technological disruption are also reshaping career strategies.

Gurjar added, “I see a lot of juniors of mine (from college) who are worried about choosing a field because they feel anything can go wrong due to AI, which can outsmart employees and replace traditional roles.”

She noted that to manage these uncertainties, many young professionals take on two to three jobs. “This is done often across different freelance assignments to diversify income streams both for financial stability and career growth.”

In an interview with Khaleej Times, Dr Trefor Murphy, founder and CEO of Cooper Fitch, said Q4 is always the second-best quarter for hiring, as Q1 normally just edges it out a little.

“The UAE is moving along at a good pace with 2.5 per cent growth. Overall, 2025 has been very good for the UAE. We’re probably a bit surprised that the Saudi number comes in high at 4.5 per cent. Among the other markets, the Qatar job market grew by just above 1 per cent, while the rest of the regional countries recorded either zero or negative growth. Q4  is normally positive and slightly ahead of our expectations,” Dr Murphy said at the launch of the Gulf Employment Index on Monday.

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The GCC labour market grew by 2.6 percent in Q4 2025, up from a 1.3 percent increase in Q3, making it the strongest quarter of the year.

More job opportunities in the UAE are attracting many foreign workers looking for better prospects. This has pushed the country's population to a record high, now over 11 million.

“Financial centres such as Dubai International Financial Centre (DIFC) and ADGM continued to attract new market entrants, reinforcing demand for specialist investment professionals,” added Cooper Fitch.

Regionally, hiring was focused in a few markets instead of being spread out, he said, adding that Saudi Arabia and the UAE dominate the Gulf job market.

In Q4, most hiring was for jobs related to major investments, regulatory compliance, and project work, especially in areas where governments were spending and economies were diversifying.

Investment jobs led the quarter with 7 percent growth, driven by more capital coming in, faster diversification plans, and more activity in sovereign wealth funds, private equity, and alternative investment platforms, according to Cooper Fitch.

Chaudhary Salik Hussain, minister for overseas Pakistanis, said the country’s manpower export was 740,000 in 2025. The target is to increase this to 800,000 in 2026, the Associated Press of Pakistan reported. Hussain was speaking during a visit to the Korangi Association of Trade and Industry (Kati) to enhance cooperation.

There are more than 9 million Pakistanis living and working abroad, with the majority in the Gulf Cooperation Council (GCC) countries. In the UAE alone, there are over 1.7 million nationals of the South Asian country working in various walks of life.

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Overseas Pakistanis play a critical role in the economy, remitting billions of dollars every year. In 2025, the diaspora is estimated to have sent $40 billion.

Pakistan is aiming to diversify its overseas employment destinations for its workforce.

In December 2025, Italy announced it would offer 10,500 jobs to Pakistani citizens over the next three years in the shipbreaking, hospitality, healthcare, and agriculture sectors.

Pakistan faces a high unemployment rate, and initiatives to send workers abroad will help reduce the jobless rate. According to the International Monetary Fund (IMF), Pakistan's unemployment rate stood at 7.5 per cent, among the highest globally.

According to government figures, the unemployed population in Pakistan rose by 31 per cent or 1.4 million to 5.9 million in 2024-25.

Moreover, Hussain recently met Sindh Governor Kamran Khan Tesori, during which they discussed the establishment of special courts for overseas Pakistanis in the province, the problems they face, and the development of human resources.

The minister termed the establishment of overseas courts in Sindh a big relief for overseas Pakistanis and said it will enable prompt justice.

“Our existing facilities are expected to grow. We are adding around 200 doctors from the beginning of last year to this year. These 200 doctors need supportive staff, or probably another two, so you're looking at probably 1,200 to 1,500 people we will add to our workforce this year with an acquisition,” said David Hadley, CEO of NMC Healthcare, told Khaleej Times during an interview.

The company currently employs between 11,500 and 12,000 workers across its facilities in Abu Dhabi, Dubai, Sharjah, and other emirates. Established in 1975, the healthcare group was listed on the London Stock Exchange in 2012 but was delisted after financial irregularities and placed under the administration of creditors led by Abu Dhabi Commercial Bank. In recent years, the company has undergone major restructuring, putting it back on track.

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Checks and balances are in place

After the financial irregularities in NMC reported in 2020, the company faced credibility issues with creditors and suppliers. After the administration took over, the lenders formed a committee that established strict regulatory and ethical practices and introduced new technology to prevent further irregularities.

“We've put in place different committees across the group, which make sure that there's not one person making decisions. There's a group of people that are held accountable, and those committees report to the board, which eventually has the right oversight. That governance structure didn't exist before. We've put it in place and made it very difficult for such an event to occur again,” said Christopher Habib, chief strategy officer, NMC Healthcare. 

‘Hospital group, not group of hospitals’

Habib revealed that the hospitals were operating independently, with each facility having its general manager, who would make all the decisions, such as hiring doctors and what services to offer.

Hence, he added, the group ended up with two hospitals 15 minutes away from each other, competing with each other instead of working together as a group.

“We've been working over the last two years to ensure that NMC turns into a hospital group, instead of a group of hospitals, that are functioning independently. Now, things are well organised, well put in place. People have KPIs. There's a well-defined org structure and operating model to take this company forward. This should have been functioning in the past,” Christopher Habib said during a recent media briefing.

As reported earlier by Khaleej Times, the NMC creditors will inevitably exit and sell the company, but it is not yet clear what route the shareholders might choose, said its chief Hadley.

In addition, he revealed that the company is also looking at potential acquisitions in the UAE and rebranding itself.

According to the Hays GCC Salary Guide 2026, 58 per cent of professionals received a salary increase in 2025, up from 51 per cent the previous year. The most common rise was between 2.5 and 5 per cent, while 12 per cent reported increases of more than 20 per cent.

Despite the upward trend, dissatisfaction remains. Six in ten professionals said their pay does not align with their responsibilities, highlighting growing pressure on employers as skills become harder to source and expectations continue to rise.

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Pay expectations

Looking ahead, expectations are even higher. The report found that 78 per cent of professionals are optimistic about receiving a salary increase in 2026, with nearly a quarter expecting a rise of more than 20 per cent. Employers are positive about pay growth as well: 70 per cent expect salaries to increase within their organisations next year, with most anticipating rises of up to 5 per cent.

The findings are based on a survey of more than 1,600 employers and professionals across the Middle East and form part of the annual salary and labour-market analysis by Hays Middle East, which tracks pay trends across nearly 400 roles in 11 sectors across the GCC.

Hiring stays strong

Two-thirds of employers increased headcount in 2025, with the highest levels of recruitment activity recorded in the UAE and Saudi Arabia, supported by continued investment and growth in sectors such as technology, banking, construction, property, transport and logistics. Only 13 per cent of organisations reported having no major hiring plans.

For 2026, employers identified specialist technical and digital skills, leadership and management roles and expanded support functions as key strategic priorities. Demand for contract, temporary and freelance professionals is also increasing, driven by the need for access to specific skills for one-off projects, support during peaks in demand and flexibility in staffing costs.

However, sustained hiring has not eased talent shortages. The report found that 90 per cent of organisations experienced skills gaps in 2025, ranging from minor to extreme. Employers cited low or uncompetitive salaries and benefits, intense competition for talent, a lack of industry-relevant education or training programmes and limited career progression as the leading causes. Retaining employees remains equally challenging, particularly as organisations struggle to match rising salary expectations in a competitive market.

Benefits gap

Last year, 27 per cent of professionals changed employers, while close to four in 10 are considering moving to a new organisation in a similar role in 2026. Misalignment between benefits offered and employee expectations was among the most common reasons behind job changes.

While salary remains a central factor, benefits beyond pay are playing an increasingly important role in retention decisions. Employees ranked child education allowances, additional annual leave days, flexible working, remote work and additional days off for wellbeing as the most valued benefits. Employers, by contrast, reported that the most commonly provided benefits are paid medical leave, basic private medical care and additional leave days.

Oliver Kowalski, Managing Director at Hays Middle East, said: “Despite ongoing global economic uncertainties, the Gulf region continues to demonstrate resilience and forward momentum. Economic diversification, strategic fiscal reforms, and investment in non-oil sectors have positioned the GCC as a hub of innovation and opportunity."

Online applications often feel like messages dropped into a digital black hole. This sense of helplessness is backed by data. A recent Glassdoor community poll shows that more than 70 per cent of workers are not hopeful about their job search in 2026.

In markets like the UAE — where global talent converges, and competition is fierce — stalled hiring, repeated rejections and silence from employers have become common refrains.

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Recruiters highlight a big part of the problem lies in what happens before a CV ever reaches a human being. As companies lean heavily on automation to manage volumes, visibility has become the new currency in hiring.

Mohamed Bahaa, Operations Director, TalentOne — A PureHealth Subsidiary said, "The volume of applications and increased use of ATS (Applicant Tracking Systems) and AI filtering means many CVs are screened out before reaching a human. Recruiters now prioritise highly relevant experience, role-ready skills, and candidates who can add immediate value."

"Candidates must be more targeted and visible by adding the right keywords related to their job role accordingly can be more visible by search tools and AI. Tailored CVs, a strong LinkedIn presence, and direct engagement with recruiters and industry networks are essential, especially in competitive markets like the UAE," added Bahaa.

Beyond the 'apply' button

While online portals remain the default entry point, recruitment leaders warn that relying on them alone is no longer enough.

In the UAE's tightly networked professional ecosystem, who knows you, and how well, can matter as much as what’s on your CV.

Karuna Agarwal, Director of Future Tense UAE, also reiterates that job seekers who focus only on applications are missing a critical part of the hiring equation.

“Building connections is the key to securing your preferred jobs here. Use the social or professional networks to get in touch with the relevant stakeholders, who can become your advocates for any potential job openings and put you ahead of the herd.

Also, it helps to provide disruptive approaches like analysing your target employers and providing them new business opportunities or solutions, rather than just seeking jobs.”

That doesn’t mean online applications are obsolete. Recruiters stress they still play a vital role — but only when done with precision.

Nisha Nair, Recruitment Manager, Innovations Group said, “Online applications remain a critical and structured way for organizations to hire, especially through dedicated portals and apps. However, with the volume of applications increasing year on year, recruiters in 2026 are prioritising relevance, clarity, and alignment. Candidates who apply online with well-targeted CVs, clear skill sets, and strong role fit are far more likely to be shortlisted than those submitting generic applications.”

Why referrals matter more than ever

Even the strongest CV, experts emphasise, can fall flat if it exists in isolation. Professionals in the field argue that treating the CV as the centrepiece of a job search is a mistake — particularly in the UAE’s relationship-driven market, and recommendations do matter.

Dubai-based executive and career transformation coach Hemant Jain underlines that the rise of automated screening has fundamentally changed how professionals must position themselves.

“Many accomplished professionals are well known within their organisations but largely invisible outside. This becomes a liability when they seek a job change. We have a supply-heavy market with thousands applying for every position within a day of posting. Recruiters have to rely on ATS systems built to eliminate CVs, not interpret them. If your profile is not deemed relevant by the algorithm, it never reaches human eyes. You lost before you entered the battlefield.

Referrals cut through this noise. A trusted recommendation gives your profile a fighting chance before algorithms reject it.”

About 65 per cent of UAE employees say it has become harder to find a new job over the past year, and 63 percent point to increased competition as the main reason. In addition, 74 per cent of UAE workers say they are happy in their current jobs, but many still expect a competitive job market in 2026.

The UAE’s growing population is making it harder for jobseekers, as more candidates are competing for available jobs. According to Worldometers.info, the population grew from 11.02 million at the end of 2024 to 11.52 million in 2025, an increase of nearly two million over the past five years. Recently, the UAE has focused on creating more white-collar and highly skilled jobs as part of its push for a knowledge-based economy.

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From the employers' side, three out of four UAE hiring professionals say it is now harder to find qualified candidates, showing that both jobseekers and employers are feeling the pressure.

“UAE professionals are among the most digitally forward in the region and globally, but they are also navigating a hiring environment that is evolving incredibly fast,” said Ali Matar, emerging markets leader for EMEA at LinkedIn.

Tips to help people in their job search:

Meet the moment: The job market is changing fast, so it’s important to be ready and take action. Look at trends in your industry and consider what you want in your next job. Find out which skills will help you reach your goal and take a few steps today to build momentum and confidence.

Get comfortable with AI in your job search: AI now affects almost every part of looking for a job, from finding openings to being screened by recruiters and preparing for interviews. Start small. Try using LinkedIn’s job match tool to help you find the right role faster.

Keep your profile fresh: Employers often look at your profile first. Make sure your skills and experience are up to date and easy to find. Also, verify your workplace and identity to build trust. This can help you stand out from other candidates.

Mark your top choice job: If you have LinkedIn Premium, you can mark a job as your top choice when applying through Easy Apply. This shows recruiters you are very interested in their job. Using Top Choice makes it 43% more likely you’ll get a message from a recruiter.

Lean on your network: Your network is a valuable resource. By engaging with posts, commenting, or reaching out directly, you can get support, find new opportunities, and open doors you might not expect.

Discover new opportunities: Check out the fastest-growing roles in LinkedIn’s Jobs on the Rise. You’ll find useful insights to help you get your next job, including key skills, hiring hotspots, learning resources, links to open roles, and more.

A 32-year-old English high school teacher in the Philippines, Fatima De Guzman, landed in the UAE in 2019 and started as an office receptionist. Now, she is the HR and Administration manager of a company with nearly 400 employees. Fatima manages employee relations, recruitment, documentation, and compliance, ensuring smooth administrative operations across the organisation.

Ken Barona, 34, was an IT worker back home. He worked as a cook for a Japanese restaurant in mid-2020, when Dubai was rebounding after the Covid pandemic. He learned new skills, including operations and finance management. He is now a senior management professional overseeing head office operations, including HR, administration, design, and accounts.

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Rodessa ‘Dessa’ Marie Alivarvar, 26, studied computer engineering. Instead of working on hardware and software integration, she found fulfillment as head of a team designing promotional materials for a chain of restaurants. She now oversees the creative process, including menu development, posters, photoshoots, video shoots, and marketing execution, ensuring brand consistency and strong visual standards.

Reinventing and continuous learning

Fatima, Ken, and Dessa work for Dubai-based TKI Group of Company, which runs a chain of Japanese restaurants and supplies Japanese beef across the UAE. The trio reinvented themselves, just as the company owner did when he came to Dubai in 2017.

Takahiro Mogi, 33, was previously a manager at a Japanese restaurant in Singapore, but left his post to work in Dubai, where he became a waiter at another Japanese restaurant.

'Chose' is key here because he intended to leave his boss position and work at a lower rung in the food business as part of his reinvention and continuous learning.

“My plan was to open a branch of a Japanese restaurant in Dubai,” Takahiro told Khaleej Times. “But in order for me to do that, I had to learn first about the food service and hospitality industry in the UAE. So, I focused on customer service, learning about the dining experience, and understanding customers' needs and wants.

“I only worked as a waiter for six months, and that was all that I needed to execute my business plan, find the right business location, and learn the basics of securing licenses and building a great team,” Mogi added.

Passion to learn and grow

By 2026, Takahiro owns a chain of 10 restaurants and operates a company that imports premium Japanese Wagyu beef for the UAE and some cities in Saudi Arabia.

The main driver of his business growth is continuing education. He shared: “Our business continues to grow in a stable and sustainable way because of our passion to learn. When we hired employees, some had experiences different from the job description, but we saw their passion to grow.

“That’s why we instituted the study program,” added Takahiro, noting, “Our employees are encouraged to choose and pursue their own learning paths. Professional management trainers are invited to our head office to provide specialised training to our team leaders and second-liners.

“Medical professionals and hospitality trainers are brought directly into restaurants for practical, on-site training. The focus is not only on knowledge, but also on developing good judgment, responsibility, and personal growth as human beings,” he underscored.

Takahiro’s mantra is to grow steadily and without stopping. “It’s like we always aim to have a fresh start. We encourage our employees to explore other career options within the company and to get out of their comfort zones.”

Value of learning more skills

'Our boss encouraged us to enroll in technical courses to move past our current roles,' Ken told Khaleej Times. 'He paid for our tuition and wanted us to learn more skills. He started the learning program that helped us move beyond our current roles,' added Ken, who moved from kitchen staff to running head office operations in under two years.

Ken studied business fundamentals, including accounting, logistics, marketing, resource allocation, organisational management, and conflict resolution. These skills helped him run a team of more than 200 staff.

“Organisational leadership was earned through collaboration,” added Fatima. “We grew as employees and team leaders because of our conducive work environment and our employer trusted us. We learned from each other, and we helped one another. We were also treated fairly, and that translated to shared responsibility and ownership of our tasks.”

For Dessa, the education-centered business strategy eliminated burnout and boosted loyalty to the company. 'We became more confident and productive,' she added, noting that constant learning helped them take on broader responsibilities and move up the corporate ladder.

Sri Lankan expat Munsith Ahamed, 25, also took advantage of the company's educational opportunities. He’s a graphic designer but is also learning videography and photography.

Takahiro, Fatima, Ken, Dessa, and Munsith—their story of shifting careers is common among thousands of expatriates who come to the UAE seeking better opportunities. They became successful through continuous learning that led to movement between roles.

They shared their story to inspire others that working harder alone is not enough for success. There must be collaboration, alignment with company goals, and individual professional advancement.