Back to all cybersecurity news

SandboxAQ’S Mohammed Aboul-Magd unpacks UAE’s National Encryption Policy

The UAE understands that encryption is not a niche technical safeguard but rather the silent infrastructure that secures everything from financial transactions to critical national assets

Neesha Salian
Neesha Salian

05 December, 2025

SandboxAQ’S Mohammed Aboul-Magd unpacks UAE’s National Encryption Policy
Image: Supplied

TT

16

Encryption rarely makes headlines, yet it quietly underpins almost every digital system that powers modern economies, from banking and aviation to healthcare and national security. Now, the UAE is pushing it out of the shadows and into the centre of national strategy with its forthcoming National Encryption Policy. It is a move that signals more than technical compliance, it points to how seriously the country is treating digital trust as core infrastructure.

To unpack why this matters, and what it means in practical terms for governments and businesses, we speak with Mohammed Aboul-Magd, VP of Product at SandboxAQ’s Cybersecurity Group, on the risks hiding in today’s cryptographic systems, the looming impact of quantum computing, and why automation may be the only way nations can realistically become quantum-safe at scale.

Encryption is usually viewed as a deeply technical field, so it’s striking to see an entire national policy dedicated to it. Why is the UAE taking this step now?

It’s rare to see encryption elevated to the level of national strategy — and that’s exactly why this move matters. But in many ways, this is exactly what a forward-looking digital economy should be doing.

The UAE understands that encryption is not a niche technical safeguard but rather the silent infrastructure that secures everything from government communications and financial transactions to aviation systems, healthcare records and critical national assets.

Every digital interaction we rely on involves encryption in some form. Yet despite this dependency, cryptography is still, in most organisations, a largely manual and neglected discipline. Companies deploy encryption algorithms, implement keys and certificates, and then, over time, lose visibility and control over them. It’s a bit like fitting every door in your home with strong locks but never checking whether those locks are still secure as technology evolves and attackers become more sophisticated.

A national policy forces a change in mindset. It recognises that secure cryptography is as fundamental to economic competitiveness and national security as reliable power or transport infrastructure. By placing encryption at the centre of strategy, the UAE is signalling that digital trust is now a matter of national resilience and that it intends to lead, rather than follow, in securing the foundations of its economy. This is the UAE treating cryptography the same way it treats aviation, energy, or finance: as critical national infrastructure.

You mentioned encryption algorithms eventually becoming insecure. Should businesses simply accept that as inevitable?

Algorithms age, and history shows that even widely trusted standards eventually become vulnerable. Encryption algorithms are essentially mathematical puzzles. As computing power advances, and as cryptanalysis improves, puzzles that were once impossible to solve can, over time, be cracked. We’ve seen this with early versions of RSA, with MD5. When these algorithms failed, the fallout for organisations was severe, potentially resulting in data exposures, compliance failures and, in some cases, complete system overhauls.

The real challenge today is that many organisations don’t know where outdated algorithms are still hiding. Without an automated inventory of their cryptography, they can’t say whether parts of their systems are secured by algorithms that have already been compromised. That blind spot is where real risk lives.

This is why the UAE’s forthcoming National Encryption Policy will likely include several critical measures. First, automated cryptographic inventory will become mandatory. Manual spreadsheets will no longer be acceptable. Entities will need real-time visibility of every key, certificate and algorithm across their environments. You cannot modernise what you cannot see.

Second, we should expect the National Encryption Policy to set phased and risk-based timelines for retiring vulnerable algorithms. Some sectors, especially those with legacy industrial systems, may need more time. What matters is that organisations follow a clear roadmap, beginning with systems that protect long-lived or mission-critical data.

And third, the policy will also mandate crypto-agility, meaning systems must be able to rotate keys or upgrade algorithms without rewriting applications or taking services offline. Crypto-agility prevents the accumulation of legacy cryptographic risk: outdated keys, certificates and algorithms that quietly accumulate risk over time.

Quantum computing always comes up in conversations about encryption. How real is this threat, and what could it mean for a country like the UAE?

Quantum computing is no longer a distant theoretical concern. Recent progress, such as IBM’s “Loon” chip, shows a credible engineering pathway to fault-tolerant quantum machines before the end of the decade. That shifts quantum risk from abstract to strategic planning territory.

I wouldn’t say Q-Day has a fixed date, but we now have realistic trajectories that place it well within the investment and technology cycles that governments care about. And the risk isn’t only future: harvest-now, decrypt-later attacks are already happening. Adversaries are collecting encrypted data today to decrypt the moment quantum capabilities arrive.

That’s why the UAE’s timing is so important. By preparing early, the country turns a challenge into an opportunity. A nation that can demonstrate it is quantum-safe becomes a far more attractive destination for global business, investment and innovation. The UAE clearly sees that future and is positioning itself ahead of the curve.

The global shortage of advanced cybersecurity talent is well known. With post-quantum cryptography now on the agenda, how can the UAE build the skills required for national readiness?

This is one of the most important aspects of the national strategy, because no country can hire its way out of this challenge. There simply aren’t enough cryptographers in the global workforce. The UAE will likely find the answer in combining targeted upskilling with intelligent automation.

Platforms like SandboxAQ’s AQtive Guard are designed to democratise complex security practices. They allow generalist IT and security teams to manage cryptographic upgrades, automation and PQC transitions without needing a PhD in mathematics. In parallel, capabilities such as AskAI and integrated security knowledge graphs help turn operators into specialists on the fly, supporting continuous learning within organisations.

This “human plus automation” model is how nations will scale quantum-safe capability. Not by expanding headcount, but by expanding capability.

Finally, what role should the private sector play in supporting the UAE’s National Encryption Policy?

The private sector will be instrumental. The government sets the standards, but companies provide the infrastructure that allows those standards to be implemented at scale. The UAE is likely to align its policy with global frameworks such as NIST’s PQC algorithms, and the private sector’s role will be to ensure these standards can be adopted seamlessly across legacy systems.

This means solving what we often call the “last-mile integration problem” by making sure that banks, telcos, government entities and critical-infrastructure operators can upgrade cryptography without operational disruption. Private-sector platforms will provide the automation required to rotate keys, replace algorithms and manage cryptographic policy at enterprise level.

By working hand in hand, government and industry can accelerate the UAE’s transformation into a quantum-safe economy and position the country as a global leader in digital trust.

Almal Real Estate Development’s next chapter: redefining luxury through experiential living

How the company is expanding its global reach through experiential hospitality

Gulf Business
Gulf Business

04 December, 2025

Almal Real Estate Development’s next chapter: redefining luxury through experiential living
Mohammed Khader, chief development officer at Almal Real Estate Development/Image: Supplied

TT

16

Mohammed Khader, chief development officer at Almal Real Estate Development, reveals how the company is expanding its global reach through experiential hospitality, premium residences and Dubai’s emerging smart-workspace market.

How is The Unexpected positioned for long-term investment growth given its proximity to the Wynn Casino and Al Marjan Island’s rapid rise?

Our location beside the Wynn resort creates a long-term demand. We’re building more than a hotel; we’re creating a lifestyle-led ecosystem. By combining experiential hospitality with branded, fully managed residences, we generate recurring revenue, stronger occupancy, and sustainable value appreciation for investors. The goal is simple: outperform market cycles by anchoring ourselves to a growing tourism and entertainment hub.

How will the project merge the Ibiza spirit with Palladium Hotel Group management?

Ushuaïa Ibiza Hotel or what is now known as The Unexpected Ibiza Hotel brings the cultural energy: the music, the day-to-night pulse, the bold design. Palladium brings the operational precision. Together, they create a hospitality model where iconic entertainment meets disciplined global management. Residents and guests get the best of both worlds: immersive experiences supported by robust performance systems.

What sets The One by Almal – Bali apart in Nusa Dua’s competitive development landscape?

The One by Almal in Bali is intentionally multi-segment. Private villas cater to capital-growth buyers, townhouses serve families and long-stay users, while resort-managed apartments attract yield-driven investors. By diversifying the mix, we broaden our market reach and stabilise occupancy across seasons. It’s an ecosystem approach, not a single-product approach, and that’s what creates durable value.

How does The One Bali’s location and resort-style amenities enhance value?

Nusa Dua already performs exceptionally well as a luxury destination, and we amplify that with private pools, rooftop dining, co-working lounges, and hospitality-led services. These amenities are not decorative, they’re revenue drivers. They help us capture premium nightly rates and attract hybrid travellers who stay longer and come back more often.

How will Almal balance its luxury reputation while entering commercial real estate through The Smart Space?

The Smart Space is a strategic brand extension. We’re applying our luxury design principles, smart technology and service ethos to a commercial product. It allows us to diversify without diluting our identity. The aim is to introduce a premium, flexible workspace model that complements our hospitality and residential portfolio while unlocking new growth channels.

How does The Smart Space align with Dubai’s 2040 Urban Master Plan?

Dubai’s 2040 vision is about sustainable, people-centered, tech-enabled urban development. Smart Space fits directly into that narrative. By placing flexible, smart workspaces in key urban hotspots, we support reduced commute times, higher efficiency, and adaptive business environments. It’s a commercial asset designed for the next generation of Dubai’s economy.

Gulf Business roundtable highlights: How tech is reshaping meeting spaces

The latest Gulf Business Roundtable brought together technology, HR and AV leaders to explore how collaboration is changing inside modern workplaces — and why audio quality, room design and plug-and-play simplicity now define the next generation of meeting spaces

Gareth van Zyl
Gareth van Zyl

04 December, 2025

Gulf Business roundtable highlights: How tech is reshaping meeting spaces
On 20 November, Gulf Business hosted an exclusive roundtable at the Motivate Media Group boardroom in Dubai Media City, bringing together senior technology, HR and AV specialists

TT

16

On 20 November, Gulf Business hosted an exclusive roundtable at the Motivate Media Group boardroom in Dubai Media City, bringing together senior technology, HR and AV specialists to examine a rapidly evolving question: How is modern collaboration reshaping meeting spaces?

The conversation centred on five key themes shaping the region’s workplaces: how IT decision makers are planning and implementing technology in larger rooms and auditoriums; the merging roles of AV and IT — with audio quality emerging as a true game-changer; the benefits and challenges of end-to-end solutions versus multi-brand setups; the barriers to adoption, from budgets to user knowledge; and what the “ideal collaboration space” now looks like for organisations.

Opening the session, Yassine Mannai, associate director – sales and marketing, Shure MEA, said companies across the GCC are redesigning their meeting rooms to match new expectations.

“Spaces today need to be more dynamic and adaptable,” he explained. “Companies want areas that can shift from corporate events to trainings and wellness sessions — all while ensuring every participant, in the room or online, enjoys the same clarity and engagement.”

For Shure, audio has become central to that shift.

“Our goal is not just to sell hardware,” Mannai said. “It’s about creating inclusive, engaging spaces where collaboration works seamlessly. Previously you needed an audio engineer to configure everything. Now we’re building systems that guarantee high-quality audio while simplifying deployment for IT and facilities teams.”

Yassine Mannai, associate director for sales and marketing at Shure MEA (far left), adds his insight during the roundtable discussion.

He added that microphones, sensors and other capture devices now define the quality of modern collaboration.

“If you’re deploying AI or any advanced collaboration tools, you need high-quality input first. The hardware drives the experience that follows.”

Around the table, the broader transformation was equally clear. Anuja Shah, head of strategy and IT at Zurich Middle East, stressed that the best technology “stays in the background”, allowing people to focus on content rather than tools.

From the HR perspective, Clarise Morris, HR manager – MEA & APAC, Leviton Middle East, pointed to the challenge of uniting different generations and levels of digital fluency: “We talk about culture, engagement and inclusivity. If we don’t connect people properly, none of that works.”

Attendees enjoying networking before proceedings started.

For organisations with distributed teams, simplicity has become non-negotiable.

“When the experience fails, the impact fails,” said Shivani Saxena, chief of staff at RemotePass. “Remote employees need to feel as present as those in the room.”

Participants also debated the merits of end-to-end solutions versus multi-brand setups, a topic increasingly relevant as meeting spaces grow in size and complexity. Mannai noted that unified systems can reduce deployment challenges and create a more consistent user experience, while multi-brand configurations continue to serve specialised needs.

“People want systems that work the moment you walk into the room,” he said. “Plug-and-play has become a real expectation. When the setup is seamless, people collaborate better — and the technology stays where it should be: in the background.”

Group editor of Gulf Business, Gareth van Zyl, moderated the session.

Across the session, one message emerged clearly: the modern workplace is no longer defined by desks or even buildings, but by the quality of connection between people.
That connection depends on meeting spaces that feel natural, intuitive and equitable — whether someone is speaking from a boardroom table or joining from a laptop thousands of kilometres away.

As this Gulf Business Roundtable showed, the future of collaboration will not be shaped by more technology, but by smarter, simpler, plug-and-play experiences that give teams the freedom to focus fully on the work — not the tools behind it.

FROM LEFT TO RIGHT: Dr Mohan Babu Murugesan; Algert Beollari, head of compliance and MLRO, Astero Falcon; Clarise Morris, HR manager – MEA &APAC, Leviton Middle East; George Simon, co-founder and CEO, Cornerstone Technology Solutions Global; Gareth van Zyl, group editor, Gulf Business; Yassine Mannai, associate director – sales and marketing, Shure MEA; Faisal Zaidi, president, Exscape; Anuja Shah, head of strategy and IT, Zurich Middle East; Shivani Saxena, chief of staff, RemotePass; Rishi Chahal, co-founder and CCO, IDCUBE; and Jannat Singh, founder and CEO, Talent Shark.
FROM LEFT TO RIGHT: Dr Mohan Babu Murugesan; Algert Beollari, head of compliance and MLRO, Astero Falcon; Clarise Morris, HR manager – MEA & APAC, Leviton Middle East; George Simon, co-founder and CEO, Cornerstone Technology Solutions Global; Gareth van Zyl, group editor, Gulf Business; Yassine Mannai, associate director – sales and marketing, Shure MEA; Faisal Zaidi, president, Exscape; Anuja Shah, head of strategy and IT, Zurich Middle East; Shivani Saxena, chief of staff, RemotePass; Rishi Chahal, co-founder and CCO, IDCUBE; and Jannat Singh, founder and CEO, Talent Shark.

Thank you to all our roundtable speakers:

  • Yassine Mannai, associate director – sales and marketing, Shure MEA
  • Shivani Saxena, chief of staff, RemotePass
  • Anuja Shah, head of strategy and IT, Zurich Middle East
  • Jannat Singh, founder and CEO, Talent Shark
  • Faisal Zaidi, president, Exscape
  • Algert Beollari, head of compliance and MLRO, Astero Falcon
  • Rishi Chahal, co-founder and CCO, IDCUBE
  • Clarise Morris, HR manager – MEA & APAC, Leviton Middle East
  • George Simon, co-founder and CEO, Cornerstone Technology Solutions Global

Qatar fund to reduce Sainsbury’s stake after nearly two decades

Qatar’s sovereign wealth fund has been a Sainsbury’s shareholder since 2007

Reuters
Reuters

04 December, 2025

Qatar fund to reduce Sainsbury’s stake after nearly two decades
Image: Getty Images

TT

16

Qatar’s sovereign wealth fund plans to reduce its stake in Britain’s second-largest supermarket group Sainsbury’s SBRY.L by nearly 4 per cent, a term sheet showed on Tuesday, ending its near-two-decade reign as top shareholder in the chain.

Qatar Investment Authority plans to offer shares at 317.6 pence ($4.20) per share in a secondary offering with JPMorgan as the sole bookrunner, according to the term sheet. Sainsbury’s shares are up 23 per cent this year and closed at 326 pence on Tuesday.

Qatar’s sovereign wealth fund has been a Sainsbury’s shareholder since 2007. That year its holding peaked at 25 per cent and it abandoned a potential bid. It started selling in 2021.

In October last year, the fund reduced its holding by about 5 per cent through a nearly $400m share sale.

Qatar’s fund plans to sell shares worth about 265.5 million pounds, reducing its stake to 6.82 per cent from the current 10.48 per cent, according to LSEG data. The fund would drop to the fourth-largest shareholder from first place.

Sainsbury’s and the fund did not immediately respond to Reuters requests for comment.

Sainsbury’s, whose UK grocery market share has grown to a near-decade high of 15.3 per cent, has said that it now expects to deliver retail underlying operating profit of more than 1 billion pounds for its year to March 2026.

It has a market capitalization of 7.44 billion pounds as of Tuesday’s close.

Aramco starts production at Jafurah gas plant as Phase 1 completes

The $100bn Jafurah project, estimated to contain 229 trillion standard cubic feet of raw gas, is central to Aramco’s ambitions to become a major global player in natural gas and boost its gas production capacity

Reuters
Reuters

04 December, 2025

Aramco starts production at Jafurah gas plant as Phase 1 completes

TT

16

The first phase of oil giant Aramco’s 2222.SE Jafurah gas plant is complete and production has begun with a capacity of 450 million cubic feet per day, the Saudi finance ministry said on Tuesday.

Jafurah is potentially the biggest shale gas project outside the U.S. and is expected to reach sustainable production of 2 billion cubic feet per day by 2030. The finance ministry, in its 2026 budget statement, listed the milestone as an achievement reached in 2025.

Jafurah’s gas output will be used for domestic power generation, freeing up crude for export that is currently used for power in the kingdom. Aramco has said its unconventional gas programme at peak production is expected to generate electricity equivalent to displacing 500,000 barrels per day of oil.

The $100bn Jafurah project, estimated to contain 229 trillion standard cubic feet of raw gas, is central to Aramco’s ambitions to become a major global player in natural gas and boost its gas production capacity.

Aramco’s gas production was 12.6 billion cubic feet per day at the end of September, up from 12 bcfd a year earlier. Aramco last month said it was boosting its gas growth target to 80% above 2021 levels from a previous targeted growth of 60 per cent. In its 2021 annual report, Aramco said it reached a single-day record gas output at the time of 10.8 bcfd.

Aramco CEO Amin Nasser, who has called Jafurah a crown jewel in the company’s portfolio, said during an earnings call last month the first phase was on track for completion by the end of this year.

Aramco earlier this year raised $11bn from a lease and leaseback agreement of its Jafurah gas processing facilities with a consortium led by Global Infrastructure Partners, part of BlackRock BLK.N.

Aramco declined to comment.

Zayed National Museum opens on December 3

The national museum of the UAE tells the story of the land and its people, and stands as a tribute to the legacy of Sheikh Zayed, the nation’s Founding Father

Gulf Business
Gulf Business

04 December, 2025

Zayed National Museum opens on December 3
Images: Supplied

TT

16

The doors of the Zayed National Museum, located in the heart of Abu Dhabi’s Saadiyat Cultural District, opened to the public on December 3.

Designed by Pritzker Prize-winning architect Lord Norman Foster, the museum blends history, innovation, and culture.

The museum reflects how the story of the UAE’s Founding Father, the late Sheikh Zayed bin Sultan Al Nahyan, is deeply intertwined with that of the UAE, presenting his life as a lens through which to explore the values and aspirations that underpin the nation.

Visitors can enjoy immersive audiovisual displays, multisensory installations, and a collection of more than 3,000 objects, with 1,500 on display.

Zayed National Museum/ Image: Supplied
Zayed National Museum/ Image: Supplied

Zayed National Museum: Where culture and heritage meet

More than a museum, the destination offers a cultural experience: visitors can explore the permanent galleries, including Our Beginning, which traces the life and leadership of Sheikh Zayed; Through Our Nature, immersing guests in the UAE’s diverse landscapes; To Our Ancestors, showcasing 300,000 years of human presence; Through Our Connections, highlighting trade, technology, and the rise of shared identity; By Our Coasts, focusing on maritime heritage; and To Our Roots, reflecting traditional lifestyles and customs.

The museum also features the Al Masar Garden, a 600‑metre outdoor gallery connecting the Saadiyat coast to the museum, complete with native plants, a working falaj irrigation system, artistic sculptures, multisensory installations, and a timeline of Sheikh Zayed’s life.

Dining and leisure are part of the experience, with the fine dining Emirati restaurant Erth, Al Ghaf Cafe, and Garden Cafes.

Mohamed Khalifa Al Mubarak, chairman of the Department of Culture and Tourism – Abu Dhabi, said: “As the national museum of the UAE, Zayed National Museum tells the unfolding story of the land and its people. It demonstrates the unifying power of our history and our culture, providing a space where citizens, residents and visitors can see themselves reflected in the story of our people and our land. Bridging past, present and future, it will help shape how we understand the UAE’s evolving cultural narrative. As a world-class centre for research and learning, it will inspire and equip the next generation of Emirati curators, historians and conservators, enabling our nation to further contribute to knowledge production and global cultural discourse.”

Month-long programme to mark the opening

To mark its opening, Zayed National Museum is welcoming the public to experience a programme of performances, workshops and cultural activities running until December 31 under the theme ‘Deep Roots and Everlasting Legacy’.

The museum’s indoor and outdoor spaces will be activated with diverse experiences that honour the UAE’s heritage and celebrate its culture.

The programme brings together music, dance and storytelling to connect audiences of all ages to the nation’s history and heritage.

Highlights include traditional Razfa and Naashat dances; an immersive Gahwa experience designed with Bait Al Gahwa, accompanied by poetry, Taghrooda music, Nahma seafaring chants and the Nadba mountain call; poetry performances; and musical recitals. Hands-on workshops will explore traditional crafts and arts inspired by the museum narrative and collections, and museum tours will be available. Workshops and tours require advance booking.

The museum’s retail shop, Al Nagwa Boutique, offers a curated selection of gifts and souvenirs inspired by the museum’s themes and collections.

Alongside cultural icons like Louvre Abu Dhabi and Guggenheim Abu Dhabi, Zayed National Museum promises to be a lifestyle destination that celebrates the nation’s past while inspiring its future.

Zayed National Museum entry tickets and annual memberships are available at zayednationalmuseum.ae.

More news in cybersecurity