The Emirates Group has kicked off a large-scale global talent scouting and acquisition drive as part of its ambitious growth strategy. In the current financial year, the aviation giant plans to onboard 17,300 new employees, roughly the size of a mid-sized town or the seating capacity of 58 Airbus A350 aircraft, across 350 different roles.

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The new hires will span every facet of Emirates, the world’s largest international airline and one of the most profitable, as well as dnata, a leading global air and travel services provider. Hundreds of recruits are needed in key areas such as cabin crew, pilots, engineers, commercial and sales teams, customer service, ground handling, catering, IT, human resources, and finance. dnata alone aims to hire more than 4,000 specialists in cargo, catering, and ground handling, an Emirates Media Group report explained.

Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive of Emirates Airline and Group, said, “The Emirates Group’s people strategy is anchored in Dubai’s Economic Agenda D33 and our own projected growth and expansion. We’re seeking world-class talent to fuel our bold ambition, redefine the future of aviation, and continue our commitment to innovation and excellence. This is an opportunity for skilled professionals to play a stellar role in our future and growth story.”

Extensive recruitment campaign across 150 cities

Throughout the year, the group will host more than 2,100 open days and recruitment events across 150 cities worldwide. These events aim to attract top pilots, IT professionals, engineers, and cabin crew candidates. There will also be several Dubai-based events focused on engaging UAE national students and graduates. Prospective employees have the chance to meet experienced recruiters and long-serving staff who share their passion and knowledge.

Since 2022, the Emirates Group has onboarded over 41,000 professionals, including nearly 27,000 in operational roles, contributing to a current workforce of 121,000 employees globally.

Emirates Group remains a top employer globally

The group has long been an employer of choice both in the UAE and internationally. Last financial year, it received over 3.7 million applications across all its brands and departments. Candidates are attracted by Emirates’ strong brand reputation, global presence, people-first policies, tax-free salaries, and extensive benefits packages. The group is also known for its comprehensive training, development, and employee recognition programs.

Dubai’s appeal as a vibrant lifestyle destination with safety, economic opportunity, and a tech-focused ecosystem further attracts talent worldwide.

For Dubai-based employees, Emirates offers benefits such as profit-sharing eligibility, comprehensive medical and life insurance, travel benefits including flight tickets for employees and their families, concessional cargo rates, and membership cards that provide discounts at hundreds of retail, hospitality, and lifestyle outlets.

Interested candidates can apply for various roles and stay updated on open days and recruitment events globally by visiting www.emiratesgroupcareers.com

Saudi Arabia has introduced a series of new regulations aimed at transforming the fine dining landscape and boosting transparency in food services, in line with its broader goals to attract investment, enhance the hospitality environment, and promote healthier lifestyle choices.

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The Ministry of Municipalities and Housing has issued updated guidelines to organise fine dining operations across Saudi Arabia. Under the new rules, high-end restaurants must now deliver a complete table service experience, including greeting guests at the entrance, escorting them to their tables, and providing valet parking, a Saudi Gazette report said.

In a move to elevate the dining atmosphere, the regulations enforce a dress code policy, prohibit visible cashier counters, and strictly ban drive-thru services at fine dining establishments. The ministry emphasised that the overall “experience” is central to luxury dining and cannot be replicated through fast service or exterior windows.

Full table service and exclusivity requirements

Restaurants are now required to implement a digital reservation system, offer visible beverage preparation stations, and maintain a channel for customer complaints. Menus must include at least three main categories, appetizers, main courses, and desserts, with a minimum of five items in total.

Additional standards mandate the employment of a certified food health and safety specialist, the provision of coat hangers and bag holders, and the allocation of a concealed area for pickup orders from delivery apps to ensure they remain out of sight from guests. The regulations further limit restaurant chains to a single branch per city to preserve exclusivity and brand identity.

All fine dining establishments must register their trademarks with the relevant Saudi authorities to protect their visual identity and enhance local and global brand recognition. The ministry stated that these measures aim to uphold the highest levels of hospitality while ensuring a distinct customer journey aligned with the country’s efforts to boost tourism and lifestyle offerings.

SFDA targets transparency in food information

In a related development, the Saudi Food and Drug Authority (SFDA) announced the implementation of new technical regulations to enhance transparency and consumer health in food services. Effective July 1, 2025, food establishments will be required to display detailed nutritional information on all physical and online menus, including on food delivery platforms.

Restaurants must now place a “saltshaker” icon next to meals high in sodium, disclose the caffeine content of beverages, and indicate the estimated time needed to burn off the calories consumed from a meal. The SFDA noted that these initiatives aim to empower consumers to make informed decisions, promote healthier food choices, and support a balanced lifestyle by helping customers monitor their salt and caffeine intake, a Saudi Press Agency report conveyed.

Supporting healthier choices across Saudi Arabia

According to the World Health Organisation, adults are advised to limit sodium intake to no more than 5 grams of salt per day, while caffeine intake should not exceed 400mg daily for adults and 200mg for pregnant women.

The SFDA emphasized that these regulations will contribute to raising public health awareness and align with Saudi Arabia’s efforts to improve the quality of life for residents and visitors, ensuring that dining experiences across Saudi Arabia meet international health and safety standards while maintaining transparency for consumers.

Saudi Arabia’s international reputation has seen a measurable improvement, according to the 5th Edition of the Kingdom Reputation Report by CARMA, a global media intelligence firm. The findings highlight increased positive sentiment in global media coverage, largely driven by the country’s Vision 2030 initiatives and its push to diversify the economy.

Key findings reveal sustained reputational gains

In 2024, positive media coverage of Saudi Arabia increased by 25 per cent compared to 2023, while negative coverage declined by 55 per cent since 2020. These shifts signal a long-term transformation in how the Kingdom is perceived internationally.

CARMA’s multi-market public survey, which gathered insights from the UK, USA, India, Singapore, and Russia, found that 59 per cent of respondents expressed a favourable view of Saudi Arabia. Among these, 37 per cent said their perception had become more positive in the past 12 months.

Vision 2030 leads the narrative

The Vision 2030 agenda has become central to international discussions about Saudi Arabia, accounting for 60 per cent of global media coverage—the highest share recorded to date. Notably, coverage of Saudi Arabia’s social and economic transformation now exceeds the volume of political discourse for the first time since 2020.

Tourism, entertainment, and major events fuel attention

Coverage related to the Kingdom’s economy rose by 77 per cent in 2024, supported by events such as the Future Investment Initiative, the LEAP tech conference, and the World Defence Show.

Tourism and entertainment coverage grew by 60 per cent year-on-year, reflecting the country’s efforts to position itself as a global destination. While coverage of sports fell by 7 per cent, it still made up 11 per cent of total global media volume, driven by events like Saudi Arabia’s confirmed bid to host the 2034 FIFA World Cup.

Influencers and leadership shaping perceptions

Influential global personalities such as Cristiano Ronaldo, Neymar, MrBeast, and Elon Musk contributed to increased engagement with Saudi Arabia’s growing entertainment and cultural presence through high-profile social media posts.

CARMA also noted that Saudi leadership was frequently represented in international media as drivers of reform, mega-project development, and regional diplomacy.

Survey results reflect this shift in perception: 59 per cent of respondents expressed interest in visiting Saudi Arabia, 60 per cent were open to doing business in the Kingdom, and 52 per cent said they would consider working there.

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Methodology

CARMA’s report integrates AI-powered sentiment analysis, human interpretation, international media review, influencer tracking, and public perception data. The methodology offers a 360-degree view of how Saudi Arabia’s evolving strategies are influencing global perceptions.

The report underscores how sustained communication efforts, landmark reforms, and strategic investments in tourism, sports, and culture are reshaping international attitudes toward the Kingdom.

As the UAE continues its push to become a global hub for advanced manufacturing and sustainable industrial development, global players like Thales Group are playing an increasingly central role in shaping the region’s industrial future. At the recent edition of ‘Make it in the Emirates’, Roque Carmona, group chief procurement officer at Thales, spoke with Gulf Business about the company’s evolving supply chain strategy, the growing significance of local partnerships, and how regional ecosystems are key to long-term resilience.

Carmona, who leads Thales’ procurement globally, is a vocal advocate for treating suppliers not as vendors but as strategic partners. His emphasises the importance of innovation, trust, and regional capability-building.

With Thales now working with 20 local suppliers through its Go to UAE initiative — up from nine in 2024 — the company’s investment in the Emirates continues to deepen. Carmona’s remarks also reflect broader trends shaping global procurement: regionalisation, automation, and the intensifying battle for talent.

Here are excerpts from the chat.

Tell us about your role and how it connects with what you’re doing here in the UAE?

I’m the group chief procurement officer for Thales, a position I’ve held for seven years now. Procurement today is much more than buying something and walking away. It’s about building resilient and efficient supply chains to ensure that we have the equipment, parts, and services we need to serve our customers.

At Thales, we take a regional approach, creating local ecosystems not just globally, but in Europe, India, the Americas, and increasingly here in the Emirates. The UAE is an important region for us now as it grows its aerospace and defence sectors.

With all the geopolitical tensions and post-pandemic disruptions, how has your procurement strategy adapted to stay resilient?

This is our core job: navigating complexity. One key strategy we use is multi-sourcing, which means having two sources of supply in two different regions. That way, if a crisis hits — whether it’s pandemic, conflict, or anything else — we’re not stuck.

It’s about securing supply without compromising on time, quality, or cost. You call it backup; we call it second source.

Technology, especially AI, is changing business across sectors. How is it influencing procurement and supply chain operations at Thales?

AI and advanced technology are impacting our world in two major ways. First, by helping us capture innovation from our suppliers — some studies suggest that up to 66 per cent of innovation comes from suppliers, and I believe that.

Second, through resource sourcing: finding the right technologies and capabilities in fields like cybersecurity, software development, optronics, and laser systems. It’s about identifying the right partners and making sure the know-how is in place, globally and locally.

Last year at Make it in the Emirates, you onboarded nine UAE suppliers under the ‘Go to UAE’ initiative. Where does that stand now?

We’ve expanded from nine to 20 suppliers now. The initial group has been through a stringent qualification process, proving their ability to meet aerospace and defence standards — what we call special processes at Thales. These partners are now ready not only to serve us locally but also to expand globally. It’s a sign of the UAE’s industrial potential.

What do you look for when evaluating suppliers, especially in this region?

We look at the following factors:

Industrial maturity — not just having the right machines, but the right mindset, systems, and integrity.

Quality DNA — suppliers must deliver on time and to specification, every time.

Competitiveness — we want partners who understand the market and continuously improve.

And increasingly, we look at cybersecurity, safety standards, and ethical practices. Trust is non-negotiable in our line of work.

What has stood out about the UAE’s industrial and procurement ecosystem at this year’s forum?

The vision and support from leadership here is remarkable. The environment is business-friendly and agile.

Geographically, the UAE is also well-placed — close to rare earths and with the ability to attract global talent. We’re here not just to build in the Emirates, but to build for the region, and possibly support neighboring countries too.

What more can the region do to attract partners like Thales?

Keep investing in talent development — not just engineers, but also skilled technicians and industrial workers.

Continue to fund supplier capacity and innovation, and most importantly, maintain the UAE’s agile procurement model. That flexibility is what makes working here so appealing.

Looking ahead, what trends do you see shaping global supply chains?

Three stand out:

Talent wars — every sector is competing for the right people.

Regionalisation — not the end of globalisation, but a move toward regional sovereignty in supply chains.

Automation and AI — they’re already influencing how we work and what we deliver, especially in aerospace and defense.

Finally, from a leadership standpoint, what values do you bring to your team and this mission?

Be present. Know what’s happening on the ground. And most of all — be agile. The world is too uncertain to stick to a single strategy. A leader today must stay flexible and open-minded. Even if you’re heading in one direction, be ready to shift if needed.

The UAE workforce is showing strong signs of cybersecurity readiness, outpacing their EMEA peers in areas such as threat awareness and trust in their organisations’ ability to recover from attacks. That’s according to new research from Cohesity, a global leader in AI-powered data security and resilience.

The survey, conducted in partnership with OnePoll, captured responses from 500 full-time UAE employees, revealing that 86 percent believe they can identify a cyber threat, and nearly 90 percent trust their employer’s cyber resilience.

But the study also sheds light on lingering behavioural gaps, with some employees admitting they might delay reporting due to fear of blame or confusion about protocols. Cohesity leaders say this is the next frontier—empowering teams to not just recognise risks but confidently act on them without hesitation. With the UAE’s national cybersecurity ambitions accelerating, businesses now need to focus on turning awareness into action.

Gulf Business sat down with Johnny Karam, MD and VP, International Emerging Markets, and Mark Molyneux, EMEA CTO at Cohesity, to unpack the findings and discuss what real cyber resilience looks like for organisations in the UAE and across the region.

Your latest research shows that while 86 per cent of UAE employees believe they can identify a cyber threat, deeper knowledge still seems lacking. What does this confidence gap reveal about current training methods, and how should organisations close it?

Johnny Karam: The fact that 86 percent of UAE employees feel confident in identifying cyber threats is a strong reflection of the country’s focus on digital awareness. This high level of awareness reflects the UAE Cybersecurity Council’s long-term investment in public education, including programs for students, women in tech, and the broader community, part of a strategy stretching from 2020 to 2030.

However, our study shows that this confidence does not always translate into deeper understanding or preparedness. Many employees may recognise the signs of a potential attack but feel uncertain about what to do next. This gap reveals that current training approaches are still too focused on awareness rather than action.

To close this gap, organisations need to evolve their training methods. It is no longer enough to explain what phishing or ransomware is in theory. What works best is practical, scenario-based training that prepares employees to respond under pressure. When individuals know exactly what steps to take and feel confident doing so, they become active contributors to the organisation’s defence. It is about building the confidence to act, not just the ability to identify.

One of the more striking insights is that fear of blame and confusion delays incident reporting. What steps can companies take to foster a culture of psychological safety and quick escalation in cybersecurity?

Johnny Karam: This is one of the most human yet critical findings from our research. In the UAE, 46 percent of employees who hesitated to report a threat said it was because they feared blame or were unsure whether their concern would be taken seriously. That hesitation can be costly. In cybersecurity, delays can make the difference between containment and escalation. It’s like spotting a fire in your office — no one hesitates to raise the alarm. That’s the level of instinctive response we need when it comes to cybersecurity threats.

Organisations need to address this by creating a culture of psychological safety, where reporting is always encouraged and never penalised, and this is where leadership plays a vital role in reinforcing that message. Employees must feel supported, and clear reporting channels should be made visible and simple to follow. Even if an alert turns out to be a false alarm, flagging it is always the right move.

Encouraging early reporting and removing the stigma around it helps create a stronger, faster-responding organisation. It’s also about cultural maturity. Just as the UAE focused early on education, the next phase is building psychological safety into company cultures, where “see it, say it, sort it” becomes second nature.

Ransomware continues to evolve, yet your data shows that nearly one in four employees does not fully understand it. How can organisations move from theoretical awareness to scenario-based, hands-on preparedness?

Mark Molyneux: Ransomware is no longer a rare or abstract threat. It is one of the most pressing challenges facing organisations today. The fact that 86% of employees in the UAE understand what ransomware is and how it spreads shows that awareness is extremely is extremely high, which is largely due to the UAE Cyber Security Council’s approach to increasing security awareness across the Emirates.

But to reach the step of cyber-resilience, we need to move beyond surface-level awareness. Scenario-based training, such as simulated attacks and role-playing exercises, is far more effective in preparing employees to respond confidently and quickly.

In addition, organisations can benefit from expert-led incident simulations or even partnerships with external response teams, like our Cohesity Cyber Event Response Team (CERT), to build muscle memory in high-pressure scenarios.

When people are familiar with the pressure of a real-time incident, they are more likely to take the right action. Awareness is important, but preparedness is what ultimately determines whether an organisation can contain an incident or fall victim to it.

What are some examples of human-centric cybersecurity training that have worked particularly well in the UAE or broader Middle East region?

Johnny Karam: In this region, the most effective training approaches are those that account for cultural context and local realities. We have seen companies run phishing simulations, real-time cyber escape rooms, and role-specific drills that make the training highly engaging and memorable. These methods encourage active participation and help employees internalise what to do in the face of a threat.

The strongest results come when training is localised, conducted in Arabic where relevant, aligned with regional threat trends, and inclusive of leadership participation.

When executives lead by example, it reinforces the idea that cybersecurity is everyone’s responsibility. We are seeing a clear shift across sectors like banking and healthcare, where security awareness is being embedded not just as a requirement, but as a core part of organisational culture.

Cybercriminals are constantly evolving — how does Cohesity stay ahead of the curve?

Johnny Karam: Cybersecurity is an arms race, and staying ahead takes relentless innovation. At Cohesity, we invest double the R&D of our closest competitor. That allows us to anticipate threats like AI-generated phishing and craft real-time responses, from behaviour-based access controls to early threat detection. But it’s not just about tech — we work with a network of cybersecurity partners and an expert advisory board to stay on top of tomorrow’s risks, today.

How do these findings align with the UAE Cybersecurity Council’s broader goals, and how is Cohesity engaging with regulators or national stakeholders to support these priorities?

Johnny Karam: The UAE Cybersecurity Council has taken decisive steps to strengthen national cyber resilience. The emphasis on public-private collaboration and secure digital transformation aligns closely with what we are seeing in the field. Our findings reflect this momentum, for example, 67 percent of UAE employees say they would report suspicious activity directly to cybersecurity teams, which is a strong indicator of engagement and awareness.

We work closely with government entities and industry stakeholders, participating in briefings, knowledge-sharing sessions, and collaborative initiatives to build operational readiness. Our AI-powered platform is aligned with the UAE’s focus on proactive defence and digital trust. True resilience depends on both technology and people, and we are committed to supporting both dimensions.

With hybrid work environments and increasing digital transformation across sectors, how is Cohesity helping clients in the region build not just secure infrastructure but a more cyber-aware workforce?

Mark Molyneux: The shift to hybrid work has broadened the attack surface for organisations, making it even more critical to adopt an integrated approach to security. At Cohesity, we not only help our clients protect data across all environments, from on-premise systems to the cloud and edge, but we also work with them to build awareness and confidence within their teams.

Our research shows that 89 percent of UAE employees trust their organisation’s ability to recover from attacks, and 66 percent have received cybersecurity training in the past year. These are positive indicators. However, we aim to go further by supporting secure decision-making across every level of the organisation.

This includes simplifying processes, integrating automation where possible, and ensuring that employees have both the tools and the understanding needed to respond quickly.

Cyber resilience is not a department; it is a culture, and we help our clients embed it across their workforce.

Tell us about Cohesity’s offerings.

Mark Molyneux: Cohesity is a global leader in data security and resilience, trusted by more than 13,600 organisations worldwide, including over 85 of the Fortune 100.

Following our integration with Veritas’ enterprise data protection business, we now offer one of the most comprehensive platforms available, capable of protecting, managing, and recovering data whether it is stored on-premise, in the cloud, or at the edge.

What makes us different is how we combine advanced threat detection and rapid recovery with simplicity and ease of use.

Our AI-powered solutions help organisations identify threats early, isolate incidents, and recover quickly, all while reducing complexity. In today’s environment, where cyberattacks are becoming more frequent and more sophisticated, speed and reliability are essential.

But we also recognise that technology alone is not enough. That is why we work closely with our customers to build security awareness, support their teams, and align with their long-term resilience goals. Cybersecurity is ultimately about protecting people, operations, and trust, and Cohesity is here to help organisations do exactly that.