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The end of the password? GCC cybersecurity leaders sound the alarm on identity’s new frontline

From AI-generated phishing to runaway machine identities, six regional security leaders share why the credential is now the single most exploited attack surface — and what organisations should do about it

Neesha Salian
Neesha Salian

13 May, 2026

The end of the password? GCC cybersecurity leaders sound the alarm on identity’s new frontline
Images: Supplied

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Article Summary
Cybersecurity leaders in the GCC are shifting focus from passwords to broader identity security, citing credential theft as a primary attack vector, now a boardroom-level business risk. The password's demise is imminent, with phishing-resistant MFA and biometrics gaining traction. AI's dual role necessitates adaptive identification, addressing the explosion of non-human identities and over-privileged access.

When World Password Day was first marked over a decade ago, the prescription was simple: longer passwords, more symbols, fewer birthdays. As the digital community observed the day on May 7, that prescription has aged badly.

Across the GCC, cybersecurity leaders are arguing that the password itself is the problem — and that organisations still treating identity as a user-education issue are protecting the wrong perimeter entirely.

“Attackers are not breaking in anymore. They are logging in,” says Meriam ElOuazzani, vice president for the Middle East, Turkey and Africa at Censys . “Last year, 82 per cent of intrusions involved no malware at all. Credentials were the door, and the door was already unlocked.”

That reframing — from intrusion to authenticated access — sits at the heart of how identity security is being rebuilt across the region. The stakes have moved up the corporate ladder accordingly.

From IT concern to boardroom priority

Across every spokesperson interviewed for this piece, the same theme recurs: identity is no longer an IT department issue. It is a business risk now tracked at board level.

“Identity security is now a core business priority across the Middle East, particularly in sectors such as oil and gas, utilities, and manufacturing,” says Mike Hoffman, field CTO for oil and gas at Dragos.

“Many cyberattacks begin with credential theft, phishing, or password reuse, often allowing attackers to move from IT into OT environments. Because cyber incidents can disrupt operations, impact safety, and cause financial loss, identity security is no longer just an IT issue — it is a business risk that requires executive attention.”

Ezzeldin Hussein, regional senior director, solution engineering for META at SentinelOne, agrees the lens has changed. “Identity and password security have evolved to become a board-level business priority as identity is now the primary attack surface. With cloud adoption, remote work, and expanding digital services, a compromised credential can directly have an effect on revenue, processes, and reputation.”

For Ranjith Kaippada, managing director at Cloud Box Technologies, the case is now about reputation as much as resilience. “Trust has taken a front seat. Even a single credential breach can damage years of reputation that a brand has built. In the UAE, most breaches originate from compromised credentials rather than sophisticated exploits.”

ElOuazzani identifies a structural mismatch behind the urgency. “Cloud acceleration has outpaced identity governance. Organisations expanded fast, often across multiple cloud environments, and the access controls did not keep pace. The exposure is real, and in many cases, it is already inside the environment.”

The passwordless pivot

If there is one consensus this World Password Day, it is that the password’s long tenure is finally drawing to a close. The successor technologies — phishing-resistant multi-factor authentication, FIDO2, biometric passkeys — have matured, and adoption is accelerating.

“Every organisation has suffered from a password breach or phishing attack, and as emerging identity technologies like passkeys and FIDO2 phishing-resistant authentication are now more mature there is a growing movement toward modernisation,” says Chester Wisniewski, director and global field CISO at Sophos. “Traditional MFA methods like time-based codes were often resisted by business leaders as cumbersome, but biometric passkeys are simple to use and gaining momentum.”

His recommendation is the bluntest of the group. “Stop using passwords. They are simply secrets. We are bad at keeping secrets and we are even worse at storing them. Adopt passwordless authentication for both convenience and security, and someday World Password Day can be a thing of the past.”

Jay Reddy, head of growth at ManageEngine, argues that even MFA — once considered the gold standard — is no longer a blanket answer. “MFA is no longer a blanket solution if it can be phished or bypassed. Replacing passwords and vulnerable factors like SMS or email OTPs with phishing-resistant methods such as FIDO2 and passkeys is becoming critical.”

Hussein points to regional infrastructure already supporting the shift. “Businesses are beginning to use identity-first security approaches, such as national digital identity frameworks like UAE PASS, robust verifying methods like FIDO2, and zero-trust principles.”

AI: weapon and shield

Underpinning the urgency is the rapid weaponisation of generative AI. Threat actors are using it to generate convincing phishing campaigns, deepfake personas, and automated credential theft at industrial scale.

“AI is making identity security more important than ever,” says Hoffman. “Threat actors are increasingly leveraging AI-generated personas, fake LinkedIn profiles, and sophisticated social engineering techniques to gain initial access into IT and OT environments. With the rise of generative AI, these tactics are becoming increasingly scalable and convincing.”

Hussein describes a dual-use dynamic. “AI will play two roles — defenders will use it to correlate endpoint, identity, and cloud signals in real time, while attackers will use it to automate phishing, deepfakes, and credential theft.”

Reddy adds the labour-market angle. “AI cuts both ways. It has made it easier for cybercrime to scale, while also increasing reliance on AI within security platforms to keep pace — especially with the documented cybersecurity skills shortage across the GCC.”

For Kaippada, the future lies in adaptive systems that mirror the sophistication of the attackers. “Adaptive identification, which uses behavioural biometrics and contextual cues to evaluate risk in real time, is the way of the future. AI-to-AI authentication — in which machines are used to check other machines — is one change that goes unnoticed.”

The machine identity explosion

Perhaps the most under-discussed shift is the explosion of non-human identities. Every API key, service account, automated workflow, and now AI agent represents a credential — and most organisations have no idea how many are active in their environments.

“Service accounts and application automation have created a proliferation of API keys, often with over-privileged access to company data,” Wisniewski warns. “Modern attackers are targeting these non-human identities and causing massive data breaches. This problem is only likely to get worse with the rapid adoption of agentic AI.”

ElOuazzani sees the same blind spot in client environments. “Most security leaders I speak with cannot tell me how many autonomous agents are active in their environment, let alone what data those agents are touching. That is not a tool problem. That is a structural one.”

Reddy frames it as a question of scale. “As automation scales, agentic AI will increasingly execute tasks independently, expanding the identity surface beyond what traditional governance models were designed to handle.”

What to do to protect yourself

The advice across the group converges on a handful of practical actions.

For Hoffman, it begins with how credentials are constructed in the first place. “Organisations should replace complex passwords with long, memorable passphrases combined with multi-factor authentication. Passphrases are easier for users to remember and harder for attackers to crack.”

For Hussein, it begins with a mindset shift. “Assume that passwords alone are already compromised and act accordingly. Companies should give importance to phishing-resistant verification, use least privilege access, and adopt continuous identity monitoring.”

For ElOuazzani, awareness campaigns are not the answer. “Stop treating this like a user education problem. Every World Password Day, organisations push awareness campaigns, circulate tip sheets, remind employees to use strong passwords. And every year, credentials remain one of the most reliable entry points for attackers. Audit what your organisation’s external infrastructure exposes right now, today, before you send a single internal memo.”

For Reddy, the priority is unifying fragmented identity stacks. “When identities are spread across silos, policy enforcement becomes inconsistent by default. A single, authoritative view of identity enables risk-based access decisions — where access is granted based on context, behaviour, and real-time risk rather than static roles.”

And for Kaippada, the answer is structural. “Stop treating passwords as a primary defence and start treating them as a liability. It is not about stronger passwords — it is about reducing dependence on them altogether to significantly shrink your organisation‘s total attack surface.”

Wisniewski offers the most aspirational close — a future in which the annual ritual itself is obsolete. “Someday World Password Day can be a thing of the past.”

That day is not here yet. But across the GCC, the cybersecurity industry is working — visibly, urgently — to bring it closer.

Cleanco’s Jamal Lootah on compliance, continuity and the new rules of facilities management

Group CEO Jamal Abdulla Lootah on why clients now expect near-zero downtime, why Dubai’s new building safety law is reshaping the sector, and how facilities management has moved from a back-office function to a boardroom priority.

Neesha Salian
Neesha Salian

13 May, 2026

Cleanco’s Jamal Lootah on compliance, continuity and the new rules of facilities management
Image: Supplied

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Facilities management (FM) has spent decades as the quiet machinery behind the buildings we use — important, but rarely discussed at board level. That is changing fast. Regional disruption, tighter regulation and rising client demands have pushed the sector into a sharper, more accountable phase, where continuity, compliance and resilience are measured in real time rather than reported at year-end.

The shift has been particularly visible in the UAE. Dubai Law No 3 of 2026 has introduced a new building safety framework that places stricter expectations on inspections, system performance and documented accountability across the lifecycle of an asset.

Healthcare facilities are under heightened scrutiny on hygiene protocols and medical waste handling. Airports, government infrastructure and large mixed-use developments are demanding continuous coverage, predictive maintenance and AI-enabled visibility that were not part of the conversation a few years ago.

Few companies sit closer to this transition than Cleanco, one of the region’s largest integrated facilities management groups.

Group CEO Jamal Abdulla Lootah speaks to Gulf Business about how client expectations have evolved, where organisations are still falling short, and what genuinely effective FM partnerships look like in an environment where safety, traceability and service continuity have moved firmly to centre stage.

How have recent regional developments raised the bar for business continuity in FM, and what pressures are clients facing today that they weren’t facing a few years ago?

Business continuity is no longer something that sits in a document or operates as a back-office function. It has to be fully operational, visible, and continuously tested in real time. Clients are expected to maintain near-zero downtime, ensure occupant safety, respond rapidly to incidents, and demonstrate compliance in a way that is fully auditable.

The pressure is sharpest in healthcare facilities, aviation environments, government infrastructure and large mixed-use developments — sectors where service continuity directly impacts safety and user confidence. Healthcare clients are pushing harder on infection prevention, ICU hygiene standards, and compliant medical waste handling.

Airports and high-traffic public environments are demanding continuous cleaning coverage and rapid deployment during peak periods. Government and mixed-use clients are focused on inspection readiness, contingency manpower, spare equipment availability, and stronger vendor accountability.

In the past, organisations primarily viewed FM through the lens of service delivery and cost efficiency. Those still matter, but the scope has expanded. Clients now expect continuity, safety, technical reliability, hygiene assurance and emergency preparedness built into day-to-day operations, along with stronger accountability across the supply chain. There is also far greater demand for AI-enabled monitoring, predictive maintenance, smart building systems and real-time reporting, because continuity now depends on visibility, speed of response, and data-backed decisions.

The most significant shift, though, is the expectation of proactive risk management. FM has evolved from maintaining physical assets to protecting business operations, brand reputation and long-term resilience.

Dubai Law No. 3 of 2026 introduces a new building safety framework. What practical changes will FM leaders and building operators need to prepare for?

The legislation signals a clear shift toward a more structured and accountable approach across the lifecycle of an asset. For FM leaders, the biggest practical change is the need to be consistently inspection ready — maintaining accurate records on maintenance history, system performance, corrective actions, and the actual performance of critical systems. There is far less room now for reactive maintenance, undocumented modifications or fragmented data.

Teams will need stronger visibility across all critical systems, including HVAC, electrical, fire and life safety, water, and vertical transport, supported by clear reporting and disciplined follow-through on defects. Accountability is also sharper: while legal responsibility may rest on asset owners, FM teams will increasingly be measured on how effectively they ensure compliance, maintain system reliability, and respond to issues in a timely manner.

The organisations that succeed will be those that treat compliance as a continued operational discipline, not a one-time requirement.

Proactive maintenance is increasingly seen as a continuity essential rather than a budget line. Where are organisations still falling short, and how can FM partners help close those gaps?

Three gaps recur. First, a continued reliance on reactive maintenance, intervening only when something visibly fails. Second, a lack of clear understanding of asset conditions and criticality across facilities. And third, maintenance records and performance data that are too fragmented to support informed decisions. The result is a gap between what leadership believes is under control and what is actually happening on the ground.

Proactive maintenance is not just about increasing service frequency. It is about knowing which assets are critical to continuity, how they are performing, and when intervention is needed to prevent disruption.

Facilities management partners can close those gaps through asset criticality mapping, robust preventive and condition-based maintenance strategies, faster escalation of risks, and clearer reporting. The real value does not lie in fewer breakdowns but in the confidence that operations can continue safely and consistently under pressure.

Healthcare facilities operate under tighter readiness expectations. What should hospitals prioritise to strengthen hygiene, waste handling, and operational resilience without disrupting daily care?

The fundamentals come first: hygiene protocols that are consistent, measurable and tailored to healthcare environments, along with disciplined waste segregation and safe handling that minimise cross-contamination risk. But operational resilience also depends on the reliability of critical support systems around ventilation, water, power, and emergency response — and on strong coordination between clinical and non-clinical teams.

In practice, that means enhanced cleaning protocols for ICU and isolation rooms following discharge, structured hygiene processes in operation theatres, rapid-response cleaning for emergency departments during peak volumes, compliant handling of hazardous and medical waste, controlled laundry workflows, and preventive pest control. This applies across general hospitals, day surgery centres, outpatient clinics, specialised medical centres, diagnostic laboratories, rehabilitation centres, long-term care facilities and medical research facilities.

The challenge is strengthening all of this without disrupting daily care. The most effective approach is to integrate readiness into everyday operations rather than treating it as a separate compliance process — through clear SOPs, routine audits, well-trained frontline teams, and defined escalation protocols that align with healthcare workflows. A strong business continuity management approach ensures essential services, including hygiene and regulated waste operations, continue effectively during disruptions. In healthcare, resilience is not only about responding to incidents but preventing disruption before it impacts patient care.

Medical waste management is under heightened scrutiny. What are the key risks you see in the market, and how can providers improve safety, traceability, and compliance end to end?

Risks appear where operational discipline breaks down — at segregation, temporary storage, internal handling, collection, transport or final treatment. Incorrect segregation of hazardous waste, delays in internal collection, incomplete documentation, sub-standard temporary storage, or a lack of full visibility from generation to disposal can each compromise safety, compliance and public health.

End-to-end traceability is the central improvement area. Medical waste should never become invisible once it leaves the point of generation. Providers need strong chain-of-custody processes, secure containment, compliant transport, and fully auditable documentation at every stage in compliance with Polisaty requirements. In our own operations, all medical waste collection vehicles are fitted with GPS systems installed by the Environment Agency – Abu Dhabi, and waste is tracked from cradle to grave through the EAD Polisaty e-manifestation system.

There is also a cultural dimension. Even with the right systems in place, gaps in training or process discipline create risk. Providers need to reinforce performance through regular training, strict adherence to SOPs, clear handover protocols, continuous assessment, and transparent reporting. Because medical waste is a high-risk stream, operations must also meet stringent regulatory requirements — including refrigerated transport where required, and adherence to environmental emissions standards.

Ultimately, credibility in this market comes from demonstrating that medical waste is handled safely, correctly and verifiably from start to finish.

Strategic FM partnerships are becoming more important for both real estate and healthcare. What makes a partnership genuinely effective?

Shared accountability rather than transactional service delivery. The strongest partnerships are those where both sides are aligned on safety, uptime, compliance, user experience and continuity under pressure. That requires more than a standard SLA: it needs clear governance, transparency, and the ability to respond quickly when risks emerge. It also demands sector-specific expertise, because healthcare, residential and commercial environments each carry very different operational needs.

Effective partnerships are supported by defined governance structures, shared KPIs linked to uptime, hygiene compliance and response times, regular performance reviews, and clear escalation procedures. This creates a more transparent communication framework and helps ensure continuity and compliance are managed proactively rather than reactively.

A good partnership should simplify operations for the client. When services are fragmented, accountability becomes unclear. In well-structured collaborations, responsibilities are defined, issues are identified earlier, and corrective actions happen faster. Today, clients are not just looking for a vendor. They are looking for a trusted partner who can consistently safeguard operations and standards every day.

Across your own operations, which service lines are seeing the biggest shift in demand, and what investments is Cleanco prioritising to stay ahead?

The strongest demand shift is in service lines where compliance, safety and operational continuity intersect — integrated FM and technical maintenance, preventive maintenance programmes, specialised healthcare cleaning, compliance-driven waste management, and specialist cleaning in high-traffic or high-risk environments. Clients are pushing harder on asset reliability, reduced downtime, infection prevention, safety compliance, and measurable performance outcomes. The healthcare sector is leading this shift, as regulatory and client KPIs become more stringent and reinforce the need for traceability, audit readiness and operational discipline.

In response, our approach has become more integrated and performance-focused. We are placing greater emphasis on service coordination, report clarity, workforce readiness, and sector-specific discipline — moving clients away from fragmented service models toward a unified approach where continuity, compliance and accountability are managed together.

On investment, the focus is on strengthening the foundations that make facilities safer, more visible and resilient over time: equipment upgrades, structured inspection reporting, and quality assurance frameworks that improve service consistency and reduce reactive disruption. Our use of publicly referenced treatment infrastructure, such as the EU-compliant Rotary Kiln Incinerator, also contributes to safe and compliant waste treatment.

Digital visibility is the other major priority. As compliance requirements increase, clients need clear insight into performance, maintenance status and issue resolution — not only in FM service delivery but also in areas like environmental reporting and carbon footprint visibility. Innovation for us is not about adding new technology for its own sake. It is about using it to improve accountability, enable faster intervention and support better decision-making. At the same time, resilience still depends heavily on people and processes, which is why we continue to invest in training, HSE culture, standardisation and strong service governance.

In today’s environment, the companies that stay ahead will be those that combine operational discipline with smarter visibility and a long-term, continuity-focused approach.

Dubai Taxi Company to acquire National Taxi in Dhs1.45bn deal

The combined fleet of DTC and National Taxi is expected to exceed 14,000 vehicles as of May 2026, serving an estimated 78 million trips annually across the UAE

Rajiv Pillai
Rajiv Pillai

13 May, 2026

Dubai Taxi Company to acquire National Taxi in Dhs1.45bn deal

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Dubai Taxi Company (DTC) has signed a Sales and Purchase Agreement (SPA) to acquire 100 per cent of National Taxi, one of the UAE’s established taxi operators, in a transaction valued at Dhs1.45bn.

The acquisition, which will be funded through new bank debt facilities, marks a major expansion step for DTC as it seeks to strengthen its position across the UAE mobility market. The final consideration remains subject to adjustment under the terms of the SPA.

Founded in 2000, National Taxi operates approximately 2,500 licensed taxi plates and a fleet of more than 2,700 vehicles across Dubai, Abu Dhabi and Al Ain.

For the year ended 31 July 2025, the company completed 25.4 million trips, recorded a 98 per cent fleet utilisation rate, and generated Dhs774m in net revenue alongside Dhs183m in Earnings Before Interest, Taxes, Depreciation, and Amortisation (EBITDA).

According to DTC, the acquisition will increase its Dubai market share from 47 per cent to around 59 per cent, while also giving the company a 12 per cent share of the Abu Dhabi taxi market.

The combined fleet of DTC and National Taxi is expected to exceed 14,000 vehicles as of May 2026, serving an estimated 78 million trips annually across the UAE.

DTC said it intends to retain the National Taxi brand following completion of the transaction while integrating central functions including finance, procurement and back-office operations.

Abdul Muhsen Ibrahim Kalbat, group chairman of DTC, said: “This acquisition represents an important strategic milestone for DTC, strengthening our leadership position in Dubai while establishing a meaningful presence in Abu Dhabi. National Taxi is a well-established and high-quality operator with a strong financial profile, and this acquisition allows us to expand our platform, enhance scale and position the business for long-term growth.”

“Dubai has been the foundation of everything DTC has built, and we remain as confident as ever in its long-term trajectory. The UAE’s fundamental strengths in attracting investment, talent and visitors continue to underpin sustained demand for mobility services. This acquisition is a direct expression of that conviction, and of our commitment to growing DTC into a platform worthy of the city and country it serves,” he added.

Mansoor Rahma Alfalasi, group chief executive officer (CEO) of DTC, said: “The acquisition of National Taxi is a strong strategic and operational fit for DTC, enhancing our scale and strengthening our market position. The transaction is expected to be earnings accretive from the first full year of ownership, with further upside expected from procurement optimisation, centralised maintenance and disciplined integration over time.”

“The transaction has also been structured in line with our disciplined strategic approach to capital allocation with no equity dilution and a continued focus on balance sheet strength. In line with our five-year strategy, we remain committed to delivering sustainable growth while maintaining an attractive dividend profile for our shareholders and a healthy leverage profile,” he added.

Toufic Mitri, managing director at National Taxi, stated: “National Taxi has been a prominent taxi operator in Dubai and Abu Dhabi for 26 years. Throughout the past two decades, the company has consistently experienced steady growth, adopted new technologies and received multiple accolades.”

“In the past year we appointed Emirates NBD Capital Limited and Lazard Gulf Limited who undertook a competitive process to assess investor interest for the potential acquisition of National Taxi, attracting attention from investors across North America, Europe, Middle East and Central Asia. Ultimately, DTC submitted the most compelling proposal, and we are confident that DTC will guide National Taxi through its next phase of development,” he added.

DTC said the transaction is expected to generate synergies equivalent to around 5 per cent of National Taxi’s net revenue through fleet procurement savings, centralised maintenance and operational integration.

The acquisition is expected to complete in early Q3 2026, subject to regulatory approvals, including from Dubai’s Roads and Transport Authority (RTA) and Abu Dhabi’s Integrated Transport Centre (ITC).

UAE reviews hantavirus response systems: Authorities confirm full national readiness

The team emphasised the importance of relying exclusively on official sources for health information and warned against the circulation of inaccurate or unverified reports

Nida Sohail
Nida Sohail

13 May, 2026

UAE reviews hantavirus response systems: Authorities confirm full national readiness

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The National Emergency Crisis and Disaster Management Authority (NCEMA) and the Ministry of Health and Prevention (MoHAP) have confirmed that the UAE’s national surveillance and response system remains fully prepared to address any emerging health developments, including those related to hantavirus. Officials said the country’s preparedness framework is continuously reviewed and updated in line with international best practices and approved health standards.

This confirmation came during a meeting of the National Team for the Management of Emergencies, Crises, and Disasters Related to Human Epidemics, chaired by Ahmed Ali Al Sayegh, Minister of Health and Prevention, and held under the supervision of NCEMA. The session was attended by representatives from relevant government entities and strategic partners, according to a WAM report.

Review of national preparedness and coordination mechanisms

During the meeting, participants reviewed the latest updates related to hantavirus and assessed the UAE’s existing national health surveillance and response systems. The discussion also covered precautionary measures currently in place, along with coordination frameworks that link local, national, and international health authorities.

Read more: Hajj 2026: Health conditions that may restrict permit approval

Officials examined the readiness of healthcare facilities and medical teams, highlighting the importance of maintaining operational efficiency and rapid response capacity in the event of any health-related developments. The team reaffirmed that precautionary monitoring measures remain actively implemented as part of the UAE’s proactive approach to strengthening public health resilience and communicable disease preparedness.

Continued vigilance and public guidance

The team emphasised the importance of relying exclusively on official sources for health information and warned against the circulation of inaccurate or unverified reports. Authorities reiterated the UAE’s ongoing commitment to safeguarding public health and enhancing community awareness through clear and reliable communication.

They also stressed that coordinated monitoring and preparedness efforts remain central to the country’s health strategy, ensuring that systems are ready to respond effectively whenever required.

WHO assessment of hantavirus risk

The World Health Organization (WHO) has classified hantavirus as a low-risk pathogen in terms of global epidemic potential, noting its limited capacity for human-to-human transmission. Most reported cases are linked to direct contact with infected rodents or environments contaminated by rodent waste.

The WHO further indicated that the current global public health situation does not suggest a level of risk that would raise concerns about a potential pandemic.

PublisHer, Motivate Media Group launch UAE media internship programme for women

Graduates of the programme will receive a joint certificate from PublisHer and Motivate Media Group and become part of the PublisHer Alumnae Network

Gulf Business
Gulf Business

13 May, 2026

PublisHer, Motivate Media Group launch UAE media internship programme for women
Ian Fairservice, managing partner and group editor-in-chief of Motivate Media Group, with HH Sheikha Boudor Al Qasimi, the founder of PublisHer

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PublisHer and Motivate Media Group have partnered to launch PublisHer Pathways, a four-week immersive internship programme aimed at bridging the gap between academic preparation and the realities of working inside a media company.

The agreement was signed at the House of Wisdom in Sharjah by HH Sheikha Boudor Al Qasimi, founder of PublisHer, and Ian Fairservice, managing partner and group editor-in-chief of Motivate Media Group.

The initiative will run as a one-year programme comprising up to two cycles annually at Motivate Media Group’s Dubai offices, with each intake accommodating five women residents in the UAE.

Designed to provide hands-on industry exposure, the programme will place participants within Motivate’s day-to-day operations through structured rotations, live projects, mentorship and direct interaction with senior leadership teams.

The programme will immerse participants across four operational areas:

• Editorial and Content Development
• Marketing, Public Relations (PR) and Audience Engagement
• Advertising, Sales and Revenue Models
• Product, Digital Platforms and Business Strategy

Participants will also attend masterclasses with senior industry leaders, visit printing press facilities, receive one-on-one mentorship from Motivate employees, and collaborate on a capstone project to be presented to company leadership.

Graduates of the programme will receive a joint certificate from PublisHer and Motivate Media Group and become part of the PublisHer Alumnae Network.

HH Sheikha Boudor Al Qasimi said: “PublisHer Pathways is a direct response to something we hear consistently from women across the industry – that the transition from education into professional publishing is harder than it should be and that access to real experience, inside real organisations, remains sporadic and uneven. I’m grateful to Ian and the whole Motivate team for having confidence in our mission and becoming the first to say yes.”

Fairservice added: “At Motivate, we believe the best way to understand publishing is to be part of it and to see how editorial, commercial and digital teams work together in real time. PublisHer Pathways gives participants that exposure, and in doing so, helps strengthen the next generation of talent coming into the industry.”

Applications for the programme are now open through PublisHer website and will close on June 30, 2026. Shortlisted applicants will be notified on July 15, 2026, with the first cohort scheduled to begin on August 3, 2026.

The programme is open to women in the UAE at an early or mid-career stage with backgrounds or strong interest in publishing, media, literature or the creative arts.

According to the organisations, the inaugural cohort will operate as a pilot, with longer-term plans to expand the model through PublisHer’s wider network of publishing partners across different regions.

Eid al Adha holidays: Dubai Restaurant Week extended with more dining offers

The timing of the extension is expected to significantly amplify footfall across participating venues, as residents and tourists take advantage of the holiday window

Nida Sohail
Nida Sohail

13 May, 2026

Eid al Adha holidays: Dubai Restaurant Week extended with more dining offers

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Food lovers in Dubai have even more time to explore the city’s flagship culinary showcase as Dubai Restaurant Week has been extended until May 31, aligning with the upcoming Eid Al Adha holiday period and boosting demand across the hospitality sector.

The extension gives diners additional opportunities to experience a wide range of cuisines across the city, from relaxed Australian-inspired beachfront dining and classic French brasserie fare to bold Central American flavours.

The timing of the extension is expected to significantly amplify footfall across participating venues, as residents and tourists take advantage of the holiday window to explore curated dining experiences at fixed price points.

Image credit: Supplied

Over 125 restaurants and Michelin-recognised names join lineup

This year’s edition brings together more than 125 restaurants, spanning fine dining, premium casual, and homegrown concepts, including venues recognised by MICHELIN, Gault&Millau, and MENA’s 50 Best Restaurants.

Diners can access set menus priced at Dhs125 for a two-course lunch and Dhs250 for a three-course dinner, unlocking signature dishes from some of Dubai’s most in-demand kitchens. The lineup includes over 30 MICHELIN Guide-listed restaurants, featuring one Michelin-starred venue, alongside globally recognised chefs such as Nobu Matsuhisa, Gordon Ramsay, Izu Ani, Alvin Leung, Akira Back, Kelvin Cheung, and Hadrien Villedieu.

Homegrown concepts also play a central role, including Girl & The Goose – Restaurante Centroamericano by Gabriela Chamorro, reflecting Dubai’s increasingly diverse culinary identity.

Image credit: Supplied

Careem DineOut becomes exclusive booking platform

A major operational shift this year is the full integration of bookings through Careem DineOut, which serves as the exclusive digital reservation partner for the festival. The platform now acts as the single gateway for accessing all participating restaurants, streamlining discovery and reservations for diners.

Careem said its role extends beyond bookings. “Dubai Restaurant Week is one of the most anticipated moments in the city’s dining calendar, and we’re proud to be the platform that makes it accessible to everyone,” said Bassel Alnahlaoui, chief business officer at Careem.

He added that the partnership helps build “the digital infrastructure that connects the people of Dubai to the experiences that make this city extraordinary.”

Image credit: Supplied

Dubai strengthens its global gastronomy positioning

Officials from the Dubai Festivals and Retail Establishment (DFRE) highlighted the event’s growth and impact on the city’s hospitality landscape. “This year’s Dubai Restaurant Week demonstrates how much Dubai’s culinary scene has grown and the role it plays in shaping its future,” said Ahmad Al Khaja, CEO of DFRE.

He noted that participation has expanded from just 30 restaurants at launch to more than 125 today, reinforcing Dubai’s position as a global dining hub.

From Japanese and Italian to Latin American, Middle Eastern, and Indian cuisines, the festival reflects the breadth of Dubai’s food scene. Organisers say the extension encourages residents and visitors alike to “explore the city one dining table at a time,” reinforcing Dubai Restaurant Week as both a cultural and economic driver for the emirate’s hospitality sector.

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