The UAE will soon mark Prophet Muhammad’s Birthday (PBUH) with a public holiday in September, offering residents and businesses additional time off as summer winds down.

The holiday falls on the 12th day of the Islamic month of Rabi’ Al-Awwal. This year, astronomical predictions suggest it will land on Friday, September 5, 2025, though there is a possibility it could fall a day earlier on Thursday, September 4, if the month of Safar ends after 29 days.

In line with the UAE’s public holiday law introduced earlier this year, if the date is confirmed as Thursday, the holiday is expected to be officially observed on Friday, September 5, creating a three-day weekend. The adjustment mechanism, which allows holidays to shift to the start or end of the week, is designed to provide longer breaks while ensuring smoother business and workforce planning.

Read: Planning your next break? Here’s the list of UAE public holidays in 2025

For companies, the timing of the holiday offers both operational and commercial considerations. Sectors such as hospitality, retail, and travel are likely to benefit from increased domestic demand, with long weekends often driving higher hotel occupancy, retail footfall, and short-haul travel bookings. At the same time, corporate planners and HR teams will need to factor the holiday into workforce scheduling, payroll, and project timelines.

The Prophet’s Birthday is widely recognised across Islamic nations, and in the UAE, it represents not only a moment of cultural and religious significance but also a reminder of the country’s evolving approach to aligning traditional observances with modern work-life balance policies.

With confirmation expected closer to the date, businesses are already preparing to adjust operations around the holiday, while employees look forward to an extended weekend break.

In an era of unprecedented global disruption and rising consumer expectations for sustainability, supply chain innovation is no longer optional—it is central to business resilience.

Melahat Yildirim, group director – Procurement at IFFCO Group, shares how the company has redefined its approach to sourcing, logistics, and manufacturing to navigate volatility, embed ethical practices, and harness digital technologies.

From locally anchored supply chains to AI-driven optimisation and traceable, deforestation-free sourcing, Yildirim outlines how IFFCO is building a future-ready, responsible, and agile food system across the Middle East and beyond.

In recent years, supply chains globally have faced unprecedented disruptions. How has IFFCO adapted its procurement and logistics strategy to navigate regional volatility and global uncertainty?

In recent years, supply chains globally have faced unprecedented disruptions. Resilience is rooted in the strength of our global footprint. We’ve redefined our supply chain strategy to prioritise local manufacturing and sourcing, minimising reliance on imports while enhancing quality, agility, and speed to market. This locally anchored approach has been pivotal in ensuring stability across essential categories such as oils and fats.

We’ve also invested in shorter, more agile supply chains across the GCC and beyond. By building global sourcing networks and refining closer to home, we’re able to maintain steady access to our materials, minimise transport disruptions, and lower emissions, all while keeping products affordable and tailored to local tastes.

Crucially, ethical and sustainable sourcing is at the heart of this strategy. Whether it’s deforestation-free palm oil or traceable wheat and soy, we know that long-term resilience depends on doing things the right way. With predictive analytics and real-time visibility, we’re better equipped to anticipate disruptions — from climate events to geopolitical risks—and act fast when needed.

IFFCO has been praised for embedding sustainability into its operations. Could you elaborate on how ethical sourcing principles are integrated into your supply chain decisions across different markets?

IFFCO goes beyond compliance; it’s about creating long-term value through sustainable, inclusive, and transparent supply chains. How we source materials directly impacts the environment, communities, and overall supply chain integrity. That’s why we’ve adopted a structured and forward-looking approach that emphasises traceability, transparency, and collaboration with suppliers.

In our 2024 ESG report, we cite that approximately 95 per cent of our raw material volume was concentrated in four key crops: palm, soy, sunflower, and wheat. For palm oil, we’ve already achieved 100 per cent traceability to the mill level and are progressing toward full plantation-level traceability, aiming for a deforestation-free direct supply chain by 2025.

To enable responsible sourcing across all key crops, we’ve established a supplier database tracking origin, certification, and compliance with our supplier code of conduct, aligned with global human rights and environmental standards. Satellite-based deforestation monitoring tools also help us identify risks and maintain oversight in critical sourcing regions.

This year, we’re rolling out our Responsible Sourcing Code for soy, sunflower, and wheat, helping suppliers meet sustainability standards, fill data gaps, and improve reporting. Our ambition is 100 per cent traceable sourcing for these crops, fully aligned with our ethical and environmental commitments.

We’re also investing in supplier engagement, capacity building, and local sourcing opportunities to reduce our carbon footprint and support regional economies.

Digital transformation is at the core of operational resilience today. What specific technologies or innovations has IFFCO implemented to optimise your supply chain and enhance agility?

Digital transformation is central to how we future-proof operations and enhance agility across the value chain. We’ve adopted technologies including AI, predictive analytics, and factory automation to drive smarter, faster, and more sustainable decision-making.

AI enhances demand forecasting, planning efficiency, and waste reduction. It also enables intelligent route optimisation and waste management, directly aligned with our ESG goals.

Predictive analytics allow us to fine-tune formulations and respond quickly to changing consumer preferences, while AI-driven packaging innovations enable more sustainable, resource-efficient formats without compromising product integrity.

Our fully automated, state-of-the-art production facilities ensure consistency, speed, and quality at scale. Together, these digital investments create a food system that is efficient, resilient, and ready for the future.

Given the rapidly evolving economic landscape in the Middle East, what are some of the key shifts you’ve observed, and how is IFFCO positioning itself to remain future-ready?

The Middle East is undergoing significant economic transformation, marked by diversification, digital infrastructure investment, and growing ESG emphasis. At IFFCO, we align with these shifts by embracing innovation, advancing sustainability, and building operational agility.

Securing a sustainable energy supply is key. Since 2021, we’ve launched over 30 energy and renewables projects across the UAE, Saudi Arabia, Pakistan, Indonesia, Italy, Egypt, and Spain, reducing emissions, operational costs, and exposure to price volatility.

This energy transformation is central to our ESG strategy. We aim to be a resource-efficient, climate-resilient, and people-focused organisation, embedding sustainability into day-to-day operations while contributing to long-term community and market health.

Simultaneously, we invest in local manufacturing, digital innovation, and regional partnerships to remain agile and competitive amid continued economic and geopolitical shifts. Future-readiness for us means responsible growth that builds long-term value.

How do you balance the need for operational efficiency with long-term sustainability goals, particularly in sourcing, transportation, and packaging?

Operational efficiency and sustainability go hand in hand. Many of our most impactful sustainability initiatives arise from smarter, leaner operations.

For transportation, our Sales and Distribution fleet of nearly 1,100 vehicles accounted for roughly 7 per cent of total emissions in 2024. We aim to cut that by at least 1.7 per cent by 2030 through route optimisation, eco-driving training, and local sourcing—reducing 600 tCO2e annually.

For packaging, we are moving toward a circular economy model: minimising virgin plastics, improving recyclability, and incorporating recycled content.

Our goal is fully recyclable, compostable, or renewable packaging by 2030 while reducing virgin PET and HDPE use by 15 per cent.

Whether through smarter logistics, responsible sourcing, or sustainable packaging, embedding circular, low-carbon practices future-proofs our business while serving the planet and communities.

Looking ahead, what are your priorities for further strengthening IFFCO’s supply chain resilience and digital capabilities over the next three–five years?

Our priorities are advancing digital and operational capabilities, expanding regional manufacturing, and driving innovation aligned with regional growth and sustainability goals.

We see opportunities to evolve our portfolio and engage new consumer segments, supporting national food and security agendas.

Projects like our manufacturing facility in Ghana and the Berbera Free Zone plant in Somaliland, in partnership with DP World, expand our footprint and enable faster, integrated supply chains.

By 2025, we aim to strengthen our presence in high-growth markets such as the UAE, Saudi Arabia, Egypt, and Turkey, with increased focus on Brazil, Asia, and Europe. Our full acquisition of Turkey operations supports more localised, resilient supply chains.

With more than 95 operational sites, over 80 brands, and presence in over 100 markets, we are positioned to scale efficiently, leverage digital technologies, and form partnerships that deliver long-term value.

The next few years will be pivotal as we continue shaping an innovative, adaptable, and sustainable supply chain.

Read: IFFCO, Griffith Foods end JV, pursue independent growth in MENA

VistaJet, the first and only global private aviation company within the Vista group, has become the first foreign operator authorised to offer flights within the Kingdom of Saudi Arabia. The agreement underscores VistaJet’s commitment to dedicate its services and expertise to support the strategic objectives of the Kingdom, aligned with the vision and implementation of the General Authority of Civil Aviation (GACA).

Leveraging its fully-owned floating fleet, VistaJet is uniquely positioned to provide immediate private aviation services throughout the Kingdom while maintaining operational efficiency across its global operations. With the largest international fleet of Global 7500 aircraft, and soon Global 8000 jets, VistaJet clients can access any global destination non-stop directly from the Kingdom, benefiting from its central geographical location.

Nick van der Meer, chief operating officer at VistaJet, said: “The approval and recognition from GACA marks a significant milestone for Vista’s operations in the Kingdom. By expanding our domestic capabilities, we are not only strengthening our regional presence, but also amplifying the efficiency of our global fleet. We are proud to support Vision 2030 and grateful to the leadership and the GACA team for making this possible. This enables us to serve our clients with seamless access across the Kingdom and beyond, ensuring that every journey reflects Vista’s commitment to reliability, consistency and world-class service.”

Saudi Arabia’s aviation industry is undergoing historic transformation as a key pillar of Vision 2030. With ambitions to become a global hub for travel, trade, and investment, the Kingdom and GACA are modernising aviation infrastructure, regulations, and innovation, connecting Asia, Africa, and Europe more efficiently than ever. VistaJet’s operations are closely aligned with this vision, providing advanced, sustainable, and interconnected flying solutions globally, with unmatched flexibility and value.

Read: Riyadh Air cleared for take-off by Saudi aviation authority

Having operated in the market for more than 15 years—longer than any other international operator—VistaJet continues to add significant value to the Kingdom. Saudi Arabia has emerged as a key growth market, with the first half of 2025 seeing a 32 per cent increase in VistaJet Program Members year-over-year, reflecting rising demand for domestic and global travel solutions among local and international clients.

Mazen Obaid, president — Middle East at VistaJet, commented: “We are delighted to be working with the Kingdom of Saudi Arabia and GACA, reinforcing our commitment to offering clients reliable, flexible and trusted flying solutions through our global and regional infrastructure. As a Saudi myself, I am extremely proud and excited for this new venture, and of all the opportunities that I know we can achieve together. We thank the Kingdom and its leadership for its dynamic Vision 2030, and we very much look forward to hiring many local experts and investing locally.”

For more than two decades, VistaJet has transformed private aviation, flying clients to over 200 countries and territories with a fleet of more than 270 business jets, spanning super-midsize to global range aircraft, including the flagship Global 7500.

This announcement follows VistaJet’s successful closing of an Equity and Term Loan B transaction totaling $1.3bn in Q1 2025, demonstrating strong market confidence in its strategy and long-term vision. With expanded operations, enhanced services, and growth in emerging markets, VistaJet’s partnership with the Kingdom of Saudi Arabia and GACA represents a major milestone, strengthening its position in a critical market.

The UAE Ministry of Education (MoE), in collaboration with the UAE Government Media Office, recently held a comprehensive media briefing outlining its plans for the 2025–2026 academic year. Led by Minister of Education Sarah Al Amiri, the briefing showcased a series of transformative initiatives designed to elevate the national education system to new heights, strengthen student wellbeing, and deepen national identity.

Since January, the ministry has been proactively preparing public schools across the Emirates to implement sweeping updates for the upcoming academic year. Al Amiri highlighted major reforms aimed at improving the educational experience through smarter assessment strategies and modernised curricula, a WAM report said.

Read more-UAE schools to introduce AI curriculum from kindergarten-grade 12

Second term exams removed

One of the most notable changes is the overhaul of the assessment policy. Traditional centralised testing, which was held at the end of the second semester, has been removed. Instead, schools will adopt summative assessments conducted internally at the school level during this period, while centralised tests will continue only at the ends of the first and third semesters.

This shift is designed to maximise instructional time by reducing exam-related downtime and test anxiety, thereby promoting healthier student engagement. It also allows teachers to use a broader variety of assessment tools, which better capture different facets of student learning beyond standard exams. The updated system recalibrates semester weightings to reflect this more balanced approach, placing equal emphasis on continuous learning and evaluation.

Complementing these changes, the ministry has expanded its Project-Based Learning and Assessment (PBLA) system into its second phase.

This innovative, hands-on learning model now covers all Cycle 2 students in public and private schools following the MoE curriculum. Building on the successful first phase, which involved 127,500 students across 350 schools, PBLA fosters critical thinking, creativity, and real-world problem-solving skills, moving away from rote memorisation toward deeper understanding.

In parallel, a new standardised proficiency test is set to launch for students in grades 4 through 11, assessing their abilities in Arabic, English, and mathematics. The pilot phase will include approximately 26,000 students, aiming to establish clear benchmarks and identify areas for targeted intervention.

Reinforcing national identity: Arabic language and Islamic education at the core

Minister Al Amiri reaffirmed the Ministry’s commitment to nurturing students’ national identity by strengthening Arabic language and Islamic education. These foundational subjects form the basis of the student’s cultural and moral compass.

In the new academic year, teaching hours dedicated to Arabic and Islamic studies will increase in kindergarten and Cycle 1, reinforcing literacy and values early in the educational journey. The ministry has carefully restructured class schedules to accommodate this increase without extending overall school hours.

Furthermore, an Arabic baseline assessment will be introduced for Grade 1 students in 100 public and private schools. This assessment will provide vital data on students’ linguistic skills, enabling schools to implement tailored support programs that gradually raise proficiency levels. The initiative reflects the ministry’s broader strategy to place national heritage at the heart of education while fostering academic excellence.

Infrastructure expansion: New schools, upgraded facilities, and technology access

To support growing student populations and educational demands, the ministry announced the opening of nine new schools across various emirates for the 2025–2026 academic year. These new institutions will accommodate over 25,000 students and employ more than 800 new teachers.

Beyond new construction, the ministry has completed maintenance and upgrades in over 460 schools to provide safe, modern, and technologically equipped learning environments. The ministry has also ensured that operational logistics are in place: 5,500 school buses have been allocated, more than 10 million textbooks printed, and 47,000 laptops distributed, guaranteeing students have the necessary tools for success.

Holistic focus on student health and wellbeing through sports and nutrition

Acknowledging that academic achievement is intertwined with health, the ministry is rolling out an ambitious Physical Education, Sports, and Health Programme in public schools, led by Mohammed Al Qasim.

The first phase of the program promotes a sustainable, healthy lifestyle by improving school health facilities, restructuring PE classes to increase activity and engagement, organising sports tournaments, and introducing nutritious meal options.

These initiatives aim to foster lifelong healthy habits among students, improve mental health, and build team spirit, all of which contribute positively to overall academic performance.

Engaging parents and educators: Strengthening community partnerships

Recognizing the essential role of parents and educators in shaping the education system, the ministry is enhancing their participation through revamped governance structures and new initiatives.

The Ta’aleem Councils have been restructured to better represent all stakeholders: the School Leadership Council and Teachers Council each consist of 14 members, while the Young Teachers Council includes seven members. Additionally, 520 Parents’ Councils, representing more than 6,000 members nationwide, will be actively involved in decision-making processes and educational projects.

To further foster collaboration and skill development, the ministry launched the ‘From Skill to Leadership’ campaign. This campaign centers on three pillars: exploration, by creating inspiring school environments that encourage talent discovery; development, through strategic partnerships and training; and excellence, by motivating students to participate in local and international competitions.

Early programs such as ‘My Inspiring Family’ and ‘Inspiring People in the Field’ focus on engaging families and showcasing role models to inspire students throughout their educational journeys.

Pioneering the UAE’s first national AI curriculum: Preparing students for a digital future

Perhaps the most groundbreaking initiative announced is the launch of the UAE’s first nationally developed Artificial Intelligence (AI) curriculum, a pioneering step in integrating emerging technology education nationwide.

Approximately 1,000 teachers will be trained to deliver AI lessons across all grade levels. The curriculum draws on best practices from both local and international experts to equip students with the knowledge and skills to use AI responsibly and effectively in daily life and future careers.

This initiative aims to position the UAE as a global leader in educational innovation, helping shape policies and discussions about the future of learning on an international scale.

The ministry continues to invest heavily in educator training, having engaged over 23,000 teachers in an intensive week-long program comprising 170 hours of workshops. These sessions covered leadership development, teaching methodologies, and support roles, ensuring that educational staff are well-prepared to meet new challenges.

Looking forward, the Educational Competency Assessment Project will evaluate over 23,000 educational cadres across all school cycles. The goal is to clarify career paths, enhance professional skills, and empower teachers and leaders to support the evolving national education agenda.

Introducing a balanced, student-centric school calendar

To support both academic rigor and student wellbeing, the ministry unveiled a revamped school calendar in July, for the 2025–2026 year, designed with input from educators, parents, and experts.

The academic year will begin on August 25, 2025. The first term will conclude with a four-week winter break from December 8, 2025, to January 4, 2026, allowing students time to rest and engage in national activities.

The second term runs from January 5 to March 15, followed by a spring break from March 16 to 29. The third term begins March 30 and ends July 3, except in Sharjah’s private schools where it ends a day earlier.

A notable addition is the introduction of three mid-term breaks in October (13–19), February (11–15), and May (25–31), with the final break coinciding with the Eid Al Adha holiday. These breaks are designed to reduce academic pressure, enhance family time, and encourage cultural participation.

Private schools not following the government curriculum have flexibility to schedule shorter mid-term breaks within October and February but must adhere to strict guidelines to ensure alignment with the national calendar.

The ministry emphasized that all schools must follow the approved calendar, including holding final assessments during the last week of each term. Exceptions are only made for grades taking internationally scheduled exams.

Looking ahead: A holistic vision for a future-ready education system

Minister Sarah Al Amiri’s vision for the 2025–2026 academic year showcases the UAE’s commitment to creating a forward-looking, inclusive, and world-class education system. By implementing reforms that enhance assessment policies, introduce cutting-edge curricula such as AI education, expand infrastructure, and promote student wellbeing, the Ministry is paving the way for a new era of learning.

This integrated approach places students’ academic success, health, cultural identity, and future-readiness at the heart of the education journey, preparing UAE youth to thrive in an increasingly complex and globalised world.

The Federal Authority for Government Human Resources (FAHR) has issued a special circular to all federal ministries and entities in the UAE regarding the “Back to School” policy. The initiative allows parents working in the federal government to accompany their children to schools and nurseries at the start of the new academic year.

The circular aims “to support federal government employees by providing sufficient flexibility in the work environment in line with applicable directives and legislation, without affecting the workflow and provision of services, in accordance with the systems followed in each federal entity, and with the approval of the direct manager.”

Under the policy, federal employee parents with school-going children may take their children to and from school through a morning late leave or early dismissal on the first school day, for a maximum of three hours, either combined or divided into two periods.

Read: Back to school: RTA guidelines for bus drivers, transport operators

Parents of children in nurseries and kindergartens may also benefit from a morning late arrival or early departure during the first school week to accompany their children, for up to three hours per day. The timing accounts for differences in school start dates according to the curriculum specified by the competent authorities.

The policy additionally allows flexible working hours for other occasions during the academic year, provided this does not disrupt workflow or conflict with the Federal Government Human Resources Law and its executive regulations. “An employee may be granted permission for a period not exceeding three hours to attend parent-teacher meetings in his children’s schools, and he may also be granted permission for a period not exceeding three hours to attend graduation ceremonies, events and activities for his children.”