Dubai Police have issued a public warning over the growing misuse of artificial intelligence to forge official and unofficial documents, a trend authorities say is increasingly being exploited to commit financial fraud and circumvent the law.
The alert was issued by the Anti-Fraud Centre at the General Department of Criminal Investigation, which urged institutions, companies and members of the public to remain vigilant and to carefully verify documents received through email or social media, according to a Dubai Police Media report.
As part of Dubai Police’s ongoing #BewareofFraud campaign, the Anti-Fraud Centre stressed the need for heightened digital awareness across all segments of society. Fraudsters, the centre said, are taking advantage of rapid technological advances, including artificial intelligence tools, to generate forged documents that can appear professionally written and well formatted at first glance.
Despite their polished appearance, forged documents often contain red flags that specialists can identify. These include inaccurate or inconsistent information, language that does not align with approved official templates, and the use of fake signatures or stamps.
Dubai Police cautioned the public against relying solely on how authentic a document appears. Proper verification should involve checking the source, reviewing digital file details such as creation and modification dates, and confirming the existence of official reference numbers that can be traced through legitimate channels.
Legal consequences and reporting channels
The Anti-Fraud Centre underscored that using artificial intelligence to forge documents is a criminal offence punishable under UAE law. It added that strong digital awareness among the public continues to serve as the first line of defence against fraud and related financial crimes.
Dubai Police urged anyone who suspects a fraud attempt to report it immediately through the Dubai Police smart app, by calling 901, or through the eCrime platform dedicated to reporting cybercrimes.
Authorities also highlighted the strict penalties imposed under UAE law for document forgery, whether official or unofficial. Article 252 of Federal Decree Law No. 31 of 2021 on Crimes and Penalties states that forging an official document carries a temporary prison sentence of up to 10 years, while forging an unofficial document is punishable by imprisonment.
Article 253 further stipulates that anyone who forges a copy of an official document and uses it, or knowingly uses a forged copy, faces temporary imprisonment of up to five years. If the forged copy relates to an unofficial document, the penalty is imprisonment.
With respect to electronic documents, Article 14 of Federal Decree Law No. 34 of 2021 on Combating Rumours and Cybercrimes provides that forging an electronic document belonging to a federal or local government entity, or a public authority or institution, is punishable by temporary imprisonment and a fine ranging from Dhs150,000 to Dhs750,000.
If the forgery involves electronic documents issued by entities other than those specified, the penalty is imprisonment and a fine ranging from Dhs100,000 to Dhs300,000, or either penalty. The same penalties apply to anyone who knowingly uses a forged electronic document. Digital awareness remains essential protection.
Life sciences companies expanding into the Gulf often approach the region with strong capital backing and ambitious growth targets, yet many struggle to achieve scale. According to global life science market analyst Anastasia Bystritskaya, the problem is rarely market potential. Instead, it lies in how companies design their entry strategies.
“Treating each market as a standalone system duplicates infrastructure, increases costs and slows execution,” Bystritskaya said. “Cross border logistics and trade are now the backbone.”
She points to the region’s rapidly integrated logistics infrastructure as evidence that country-by-country playbooks are increasingly outdated. Saudi Arabia’s 950km Landbridge railway is expected to cut transit times between the Red Sea and the Gulf, while the Kingdom’s $267bn logistics push targets 59 logistics zones by 2030. The UAE hosts one of the world’s top 10 container ports, and Qatar operates the eighth busiest cargo airport globally.
“Building separate supply chains in each country, instead of using these hubs as regional distribution nodes, is inefficient,” she said.
The same fragmentation often appears in commercial setup. “Fully independent entities in every market burn runway,” Bystritskaya noted. “Partnership led models move faster.”
She cited Valbiotis’ exclusive agreement with UAE-based Mena Nutrition, which enabled the company to enter the UAE, Saudi Arabia, Lebanon and Iraq using existing regulatory and commercial infrastructure. Endocare, meanwhile, used the UAE as an operational base and partnered with Riyadh’s The Clinics to scale into Saudi Arabia.
From a strategic perspective, Bystritskaya argues that the UAE, Saudi Arabia and Qatar increasingly function as complementary hubs rather than standalone life sciences markets.
“The three markets are specialising into hubs that work better together,” she said.
Saudi Arabia has emerged as the region’s demand and investment heavyweight, with population scale that supports multinational clinical trials. She highlighted AstraZeneca’s INTERSTELLAR lupus study, which spans sites in Riyadh, Jeddah and Abha. The UAE, by contrast, plays the role of logistics connector and coordination base for regional research and development.
“The Dubai Research, Development and Innovation Grant Initiative has backed projects involving researchers from Saudi Arabia and Qatar,” she said, adding that digital infrastructure — including 5G rollout, AI-ready data centres and regulatory agility — supports digital health and precision medicine companies serving the wider Middle East.
Qatar, meanwhile, has prioritised diagnostics and genomics. “High consanguinity rates drive demand for advanced genomics, including work on Fructose 1,6 Bisphosphatase deficiency, which increases the need for sophisticated NGS capacity,” Bystritskaya said.
The strategic lesson
The strategic takeaway, she argues, is clear. “The strategic lesson is to design for interconnectedness and localise with discipline, putting manufacturing and clinical investments where they fit, Saudi Arabia for volume and the UAE for high tech logistics and coordination.”
Regulation, often perceived by foreign entrants as restrictive, should instead be read as a roadmap for investment. In Saudi Arabia, reimbursement frameworks are clearly defined. “The Saudi Clinical Practice Guideline for the Assessment and Management of Low Back Pain, issued under the National Guidelines Programme, outlines diagnostics and therapies funded by the public system,” she said. “Aligning with these pathways lowers entry risk and clarifies demand.”
In the UAE, prevention-led policy is shaping funded demand for diagnostics. “Abu Dhabi’s Ef7es program, linked to the Thiqa insurance scheme, mandates regular screening for citizens aged 18 and above,” Bystritskaya said. “The National Genome Program is embedding genetic data into patient records, signalling demand for personalised therapies and a data intensive care model.”
Digital health is also being pulled forward by public investment. “Saudi Arabia and the UAE have committed roughly $65bn to digital health infrastructure under Vision 2030 and related initiatives,” she noted, adding that Abu Dhabi’s Department of Government Enablement aims to become an AI native government by 2027.
Local manufacturing has become another defining pillar of GCC life sciences strategies. Saudi Arabia’s logistics investments are creating manufacturing corridors that improve reliability for time-sensitive biologics, while the UAE is reinforcing its re-export and pharma logistics role.
“Emirates SkyCargo’s Vital service, purpose built for clinical trials and gene therapies, reported a 54 per cent increase in volumes, indicating cold chain capacity is operating at scale,” Bystritskaya said.
Regulatory enforcement
Regulatory enforcement also matters. “Saudi Arabia’s SFDA Drug Track and Trace System, RSD, is being enforced and integrated across pharmacy supply chains to improve drug security and data integrity.”
State-backed demand can further offset localisation risk. “The UAE’s Federal National Council has tied local pharmaceutical manufacturing to national security and advanced legislation around strategic stockpiling, supporting offtake mechanisms for essential medicines,” she said.
In this environment, Bystritskaya argues that relationships themselves have become a form of infrastructure. “Readiness now includes institutional alignment,” she said. “Relationships with sovereign wealth funds, regulators and local conglomerates often determine speed to market.”
She pointed to recent participation by Qatari and Abu Dhabi sovereign funds, including QIA and MGX, in a $20bn AI infrastructure raise as a signal of intent to build the compute backbone required for advanced biomedical research.
However, a major disconnect remains between investor expectations and operational reality — particularly around talent. “Talent is the biggest gap under nationalisation mandates,” she said. Saudisation requirements in pharmacy and engineering, alongside rising expectations in the UAE to move beyond packaging into advanced manufacturing, are exposing skills shortages in deep technical STEM roles.
This is forcing sustained workforce investment, automation and shadow programmes where expatriate specialists train local counterparts. “The UAE’s Make it in the Emirates and Saudi Arabia’s NIDLP are as much technology adoption programs as industrial policy,” she said.
Cost assumptions present another risk. Imported raw materials and APIs can limit true local value addition to 10–20 per cent of final product value, while limited visibility beyond Tier 1 suppliers leaves operations exposed to global disruptions.
The future
Looking ahead, Bystritskaya says early indicators of success are becoming clearer. “Alignment with prevention priorities is a strong signal,” she said, pointing to the UAE’s National Genome Program and mandatory screening initiatives. Operating design is equally telling. “Treating GCC markets as isolated silos is a stall pattern.”
Her final advice to decision makers is unequivocal. “Treat regulation as an investment roadmap and plan for institutional alignment from day one,” she said. “The export to the Gulf playbook is expiring. The next phase is creating with the region.”
Companies that align with national priorities and position themselves as contributors to industrial and scientific sovereignty, she concluded, are far more likely to secure a durable licence to operate across the Gulf.
Note: Anastasia Bystritskaya is a global life science market analyst and you can find more information about her over here.
As a consumer, it’s hard enough getting through a normal working day without having to switch apps on your laptop or smartphone.
Even in everyday settings such as restaurants, fragmented digital systems force frontline staff to act as ad hoc tech support, guiding customers through QR codes, apps, and disconnected workflows.
While frustrating, a lack of interoperability in our personal lives is usually just an inconvenience. But for businesses, especially those operating across borders, sectors, and complex technology stacks, the implications are far more severe.
Why interoperability has become the CEO’s problem
Companies today operate in multi-layered digital ecosystems: cloud platforms, payment systems, communications tools, security systems, HR software, and logistics platforms. The list grows each year. For most industries, no single vendor can deliver every best-in-class capability. As a result, organisations source different manufacturers and providers to access the latest innovations.
But without common standards, clear integration pathways, and interoperable design, these choices create fragmentation instead of advantage. Operational inefficiency, data silos, cyber risks, duplicated costs, and friction between systems quickly erode the benefits organisations hope to gain.
Interoperability is no longer a technical feature, a procurement option, or an “if we have budget” consideration. It’s become critical to an organisation’s strategy and long-term success. As we kick off 2026, interoperability is emerging as a defining strategic imperative, one that every C-suite executive, public sector leader, and business owner must prioritise to remain competitive and resilient in a connected world.
From payments to messaging: Why interoperability is the new competitive edge
In today’s digital landscape, we are increasingly seeing brands across industries demonstrating the power of interoperability over exclusivity. PayPal’s introduction of PayPal World, connecting major payment systems like PayPal and Venmo, and Meta’s move to allow third-party messaging within WhatsApp in Europe, both highlight a broader trend. As regulators and consumers push for open systems, even market leaders must embrace collaboration and seamless integration.
This shift is a clear signal to CEOs across sectors that long-term growth lies in fostering open, interoperable ecosystems, both externally and internally.
Government and public services: Digital transformation needs teamwork
Governments worldwide are also leaning in. As highlighted by the 2025 Global Government Forum, digital transformation is increasingly seen as a “team sport,” requiring interoperable shared services and data frameworks to unlock efficiency at scale.
India’s Digi Yatra travel programme, which aims for global interoperability, demonstrates the impact. Efficient, secure, seamless travel requires alignment across airports, airlines, identity platforms, and border systems. Without interoperability, even the best digital service collapses into administrative friction.
Across industries, interoperability is proving to be the invisible engine of innovation. And the message is clear: interoperability enables markets to grow, industries to innovate, and customers to trust.
What this means for security leaders and organisations in the GCC
When it comes to physical security, the stakes are even higher.
Organisations increasingly combine hardware and software from multiple manufacturers to take advantage of the latest advancements in video analytics, access control, sensors, AI-powered threat detection, and cloud-based management. This multi-vendor strategy is not only smart; it is essential for resilience and competitiveness.
In the GCC, where mega-projects, smart cities, and digitally enhanced infrastructure are expanding rapidly, interoperable security ecosystems are foundational to long-term strategic success.
The cost–benefit equation CEOs must understand
The cost of non-interoperability is rarely a single dramatic failure; it is the steady accumulation of inefficiencies that drain value from an organisation.
Conversely, the benefits of interoperability compound over time – faster deployment of new technologies, freedom to choose best-in-class products, lower lifetime system costs, better data visibility and decision-making, reduced security and compliance risk, seamless scaling across markets and geographies.
And when viewed through a five-to-10-year strategic lens, interoperability is likely one of the highest-ROI decisions a CEO can make.
Interoperability is not the future – it’s the baseline
Industry after industry – payments, messaging, healthcare, financial services, public services, consumer electronics – has reached the same conclusion: closed systems slow progress; open systems accelerate it.
CEOs in the GCC now face a pivotal moment. As organisations and governments invest in digital transformation, physical and cyber security, and next-generation infrastructure, interoperability must shift from a technical afterthought to a board-level priority.
Those who embrace it will innovate faster, operate more efficiently, and remain resilient in a rapidly evolving world.
Leaders who deprioritise interoperability risk compounding technical debt, increasing operational rigidity, and missing opportunities for sustainable growth.
Interoperability isn’t just a technology standard. It’s a business strategy, and in my humble opinion, it should be the business ‘word’ of the year.
The writer is the chairman of ONVIF, an open industry forum that provides and promotes standardised interfaces for effective interoperability of IP-based physical security products
From phones to appliances, how Xiaomi is expanding its AIoT ecosystem in the Middle East
Tommy Yang, GM for the Middle East, reflects on ‘Innovation for everyone’ and building long-term relevance in one of the world’s fastest-moving consumer tech markets
Xiaomi’s Middle East playbook is focused on scale, smart ecosystems, and staying close to the consumer. The company has moved decisively beyond being seen as a value-driven smartphone brand, building momentum across wearables, smart living, and AI-powered devices that are increasingly shaping how consumers interact with technology every day. From maintaining a leading position in regional smartphone shipments to deepening its AIoT footprint, Xiaomi is leaning hard into ecosystem thinking, not isolated products.
At the centre of this push is the company’s “Human x Car x Home” strategy, a framework that positions the smartphone as the gateway to a fully connected lifestyle. Add to that expanding retail ambitions, new product categories including large home appliances, and a renewed focus on practical AI, and Xiaomi’s Middle East strategy starts to look deliberate rather than opportunistic.
In this interview, Tommy Yang, general manager for the Middle East at Xiaomi, reflects on performance, priorities, and what it takes to build long-term relevance in one of the world’s fastest-moving consumer tech markets.
Tommy Yang, GM Middle East at Xiaomi / Image: Supplied
How would you describe Xiaomi’s performance in the Middle East over the last two to three years?
In 2024, Xiaomi continued to strengthen its footprint in the Middle East, achieving steady growth across both smartphones and smart AIoT categories. According to Canalys data, Xiaomi ranked second in smartphone shipments across the region in 2024 with a 19 per cent market share, a position we successfully maintained in H1 2025.
Beyond smartphones, Xiaomi’s broader ecosystem has shown strong momentum. In H1 2025, our smart band line ranked number one, our Basic Watch series came in second, and our robot vacuum cleaners ranked third across the Middle East. Meanwhile, product lines such as electric scooters and security cameras have also recorded significant growth, strengthening Xiaomi’s position as a leader in connected living.
This success reflects both the trust of local consumers and our strategic focus on delivering innovation with honest pricing.
What is Xiaomi’s strategy for strengthening its regional presence, and how do you adapt global priorities to local consumer needs?
Xiaomi has built a strong foundation in the Middle East, ranking among the top brands in both smartphones and AIoT products. Our goal is to expand this leadership by bringing more innovative technologies to local consumers.
We plan to introduce large home appliances such as air conditioners, refrigerators, and washing machines, offering smarter and more energy-efficient solutions powered by Xiaomi’s AI technology.
At the same time, we are expanding our new retail presence. The Xiaomi Store in Ibn Battuta Mall, Dubai, was our first self-operated store in the region. We have since opened our second location at Al Ghurair Centre, and we plan to continue expanding across key GCC markets to deliver better access and service to our users.
The smartphone and AIoT landscapes are evolving rapidly. How do you see the Middle East market developing, and what role is Xiaomi playing in shaping that trajectory?
The global and Middle Eastern smartphone and AIoT industries are indeed undergoing a period of rapid transformation and innovation—from advancements in mobile imaging and AI technology to increasingly sophisticated hardware integration and AI-driven IoT connectivity.
In October 2023, Xiaomi introduced its “Human x Car x Home” full-ecosystem strategy, which continues to guide our innovation roadmap today. This strategy reflects our vision to connect all smart devices, once isolated and serving single scenarios, into one intelligent network powered by AI, the Mi Home app, and smart voice control.
In this new era, the smartphone becomes more than just a communication tool; it is the gateway to an interconnected smart lifestyle. Through this window, Xiaomi enables users to seamlessly explore and control a full range of AIoT products and smart home experiences, bringing technology closer to people and people closer to a smarter way of living.
The Xiaomi 15T Series is positioned as a flagship experience. How does this launch reflect your vision of making cutting-edge technology accessible to Middle Eastern consumers?
The Xiaomi 15T Series represents our vision of bringing flagship innovation to everyone. Co-engineered with Leica, it delivers professional-grade imaging with a 5x telephoto lens and true-to-life colour science, while the new Golden Collection design reflects both elegance and craftsmanship.
Powered by HyperOS 3, it connects seamlessly across Xiaomi’s AIoT ecosystem, from wearables to smart homes. With the 15T Series, we’re giving Middle Eastern consumers access to cutting-edge technology that combines performance, design, and intelligence—all at an honest price.
Xiaomi has been building a connected ecosystem spanning wearables to smart home devices.
How are consumers in this region engaging with that ecosystem, and what comes next?
Xiaomi’s smartphones and AIoT products have always been designed as one unified ecosystem: intelligent, open, and seamlessly connected. Over the past few years, Xiaomi has introduced many of its most advanced innovations from China to the Middle East, bringing cutting-edge technologies into thousands of homes.
Features such as AI obstacle recognition in robot vacuums, next-generation smart fitness tracking algorithms in wearables, and AI-powered detection for fire, pets, and children in security cameras are already enriching the daily lives of regional consumers.
Looking ahead, Xiaomi will continue expanding its product portfolio in the Middle East, including the introduction of large home appliances in the near future. Empowered by Xiaomi’s AI technology, these products will offer smarter energy efficiency and effortless convenience, further enhancing the connected smart home experience for consumers across the region.
AI has become a major differentiator in consumer technology. How is Xiaomi embedding AI into its smartphones and AIoT lineup to enhance usability and everyday experiences?
AI is at the core of Xiaomi’s innovation. With HyperAI, we’re creating a seamless intelligent experience that connects smartphones, wearables, and smart home devices under one system. Features like AI Writing, Circle to Search, and AI Interpreter make daily interactions smarter and more intuitive, while HyperConnect ensures all devices collaborate smoothly within the Xiaomi ecosystem.
In June 2025, Xiaomi also introduced AI Glasses in China, an exciting step into wearable AI. They redefine how users interact with technology, enabling real-time translation, voice assistance, and visual recognition in a lightweight, stylish design. Together, these innovations show how the company is turning AI into a meaningful part of everyday life.
Xiaomi’s philosophy is “Innovation for Everyone”. How does this principle guide your operations in the region?
Innovation for Everyone is not just a slogan; it’s how we operate. In the Middle East, this means bringing flagship-level technology to real users, not just elites. For example, with the 15T Series we co-engineered with Leica, we deliver high-end imaging with 5x telephoto and advanced colour science, alongside elegant design through our Golden Collection, to everyday consumers.
We also recently launched large home appliances globally, stepping into air conditioners, refrigerators, and washing machines to complete our intelligent home vision.
In the Middle East, we established our first Xiaomi self-operated store in Ibn Battuta Mall, Dubai, in October last year, followed by the recent opening of a store at Al Ghurair Centre this week. We plan to open more stores across key markets so consumers can directly experience the full Xiaomi ecosystem, from phones to AIoT to smart appliances.
This is what “Innovation for Everyone” means here: advanced technology, transparent pricing, and a unified user experience, making the extraordinary accessible.
Looking ahead, what are your top priorities for the company in the Middle East?
First, we remain committed to expanding our “Human x Car x Home” ecosystem, creating seamless smart experiences that combine mobility, entertainment, and intelligent living. We will continue to deliver more and better products across smartphones, AIoT, and smart appliances to meet evolving consumer needs. Looking ahead,
Second, expand our physical footprint to bring Xiaomi closer to users.
And above all, we want to build a bond with our users and fans and be the “coolest” company in their hearts, building trust, loyalty, and a brand people truly love.
The future of security is intelligence at the edge, says Loubna Imenchal
Axis Communications’ Loubna Imenchal explains how the region is moving beyond basic surveillance towards interoperable, AI-driven systems built for scale, resilience and real-world decision-making
As the security industry shifts from passive surveillance to intelligent, data-driven systems, Axis Communications is positioning itself at the centre of that transformation.
On the sidelines of Intersec Dubai 2026, Loubna Imenchal, MD for the Middle East, Turkey, Central Asia and Africa, discusses how the sector is evolving, what’s driving growth across the region, and why interoperability, edge intelligence and long-term system resilience are now non-negotiable.
What are you showcasing at Intersec?
At Intersec Dubai 2026, Axis Communications is showcasing how network video and sensing technologies are evolving into intelligent systems that support both security and operational decision-making.
At our stand, visitors will see the latest Axis solutions for smart traffic, stadiums and arenas, and critical infrastructure, including thermal cameras, radar technology and fusion cameras. These solutions are designed for complex environments where accuracy, reliability and fast response are essential.
We are also highlighting our expanding IP audio portfolio, including display speakers and cloud-based audio solutions, as well as our growing IoT offering, such as air quality sensors.
These smart devices demonstrate how security infrastructure can also generate valuable data that supports dashboards, analytics and more informed, real-time decisions.
What is the anticipated growth of the security industry in 2026?
The security and video surveillance market continues to grow at a strong pace globally, with the broader ecosystem expanding at an estimated 10–12 per cent CAGR through the late 2020s.
In the Middle East, Turkey and Africa (META) region, growth is expected to outpace global averages, driven by long-term national visions extending toward 2035–2040.
Large-scale investments in smart cities, transportation, tourism and critical infrastructure are accelerating demand for intelligent, network-based and AI-enabled security systems.
Importantly, growth is shifting toward higher-value segments. Advanced surveillance solutions that combine analytics, edge processing and multiple sensor types are growing faster than traditional CCTV, reflecting a regional focus on security systems that deliver operational insight and long-term value, not just video footage.
What trends will dominate the sector this year?
Several trends are shaping the security sector in 2026. The most significant is the move away from standalone surveillance towards intelligent systems that support both security and day-to-day operations. One example of this shift is the move towards connected ecosystems rather than individual products.
Customers want solutions that work well together, are easier to manage across large environments and can grow over time. This is especially important in complex settings where systems are expected to stay in place for many years and adapt as needs change.
Another key trend is the move towards smarter processing at the edge. More analysis is happening directly in cameras and sensors, with cloud and central systems used where they add value. This allows faster response, more reliable operation and less dependence on central infrastructure.
There is also increasing demand for mobile and temporary security solutions. Better connectivity, lower power use and more capable analytics are making it easier to deploy security quickly in places where permanent infrastructure is not practical, such as construction sites, temporary venues or fast-changing environments.
Finally, there is a growing focus on technology ownership and control. Vendors are investing more in their core platforms to ensure long-term performance, built-in cybersecurity and the ability to improve systems through software updates rather than frequent hardware replacement.
Together, these trends point to a security sector that is becoming more intelligent, flexible and future-ready, where long-term value is just as important as detection capability.
What are some best practices to stay ahead of security attacks?
Staying ahead of security threats starts with choosing technology that is designed to be secure by default. This includes devices with built-in cybersecurity, secure hardware foundations, regular firmware updates and strong access control.
As security systems become more connected, protecting devices at the hardware level and managing encryption keys securely is just as important as software security.
Equally important is working with vendors that provide long-term support. Threats evolve, and security systems must be updated and adapted over time to remain effective, rather than replaced entirely.
What are your projected growth plans this year?
While Asia Pacific continues to lead globally in absolute scale and total installations, the META region is among the fastest-growing markets in percentage terms, driven by long-term structural investments rather than short-term demand.
In the Middle East, double-digit growth is being fuelled by mega-projects, smart city initiatives, national digital transformation programs and strong adoption of AI-enabled, analytics-driven cameras across sectors such as airports, critical infrastructure, retail and hospitality.
Markets like the UAE and Saudi Arabia are rapidly shifting from traditional CCTV to intelligent, network-based systems. Turkey is emerging as a high-growth convergence market, driven by modernisation of infrastructure, transportation and industrial security, alongside growing demand for scalable IP and AI-ready solutions.
Africa represents a strong long-term opportunity, with urbanisation and population growth accelerating adoption in transport, city surveillance, utilities and critical infrastructure. Many deployments are leapfrogging directly to IP-based and edge-enabled systems.
Overall, META stands out globally for its growth velocity and transition toward intelligent, insight-driven security systems, positioning it as one of the most strategically important regions for security cameras over the next five years.
The Roads and Transport Authority (RTA) in Dubai is set to roll out a new pilot initiative focused on school transport pooling during the first quarter of 2026.
The program aims to enhance daily mobility for students while advancing Dubai’s vision for a smart and sustainable transport system. The initiative will be implemented in collaboration with Yango Group and Urban Express Transport. The announcement follows the signing of two memoranda of understanding (MoUs) between RTA and the two companies, Dubai Media Office reported.
Ahmed Hashem Bahrozyan, CEO of the Public Transport Agency, signed on behalf of RTA. Islam Abdul Karim, regional head of Yango Group, and Dr Mohammad Al Hashimi, founder and CEO of Urban Express Transport, signed on behalf of their respective companies.
Addressing growing traffic challenges around schools
Ahmed Hashem Bahrozyan highlighted the motivation behind the initiative: “In recent years, there has been a noticeable increase in the number of private vehicles used to transport students, which directly affects traffic flow around school zones. Through this initiative, RTA aims to offer an alternative school transport solution at affordable rates, helping to improve traffic movement and deliver a more efficient daily mobility experience.”
He emphasised that the pilot will adhere to the highest safety and security standards for school transport and will fully comply with Dubai’s regulatory and legislative frameworks. “The initiative will incorporate smart technological solutions for trip management, vehicle tracking, and operational monitoring, ensuring efficiency and service quality for parents and students alike,” Bahrozyan added.
Pooling buses to boost efficiency
The pilot program involves operating shared buses that serve multiple schools within defined geographic zones. This approach is expected to accelerate student arrivals and reduce congestion around schools. Bahrozyan noted that the initiative aligns with Dubai’s broader strategic objectives, including digital transformation and environmental sustainability.
“The initiative aims to explore innovative school transport models based on pooling, supporting better vehicle utilisation, reducing traffic congestion during peak hours, and raising safety and quality standards in student transport services,” he said. “It represents a step change in developing new models for school transport in Dubai. The pilot will allow us to assess outcomes, measure operational and societal impact, and explore the potential for a wider rollout in the future, reinforcing Dubai’s leadership in smart mobility solutions.”
Private partners bring data-driven innovation
Islam Abdul Karim of Yango Group highlighted the operational advantages of the partnership: “School transport is one of the most complex and congested daily mobility challenges in any city, sitting at the intersection of safety, efficiency, cost, and family routines. Through this pilot with RTA, we are introducing a data-driven school transport pooling model that groups students traveling along similar routes into shared buses operating on optimised schedules.”
He added that the initiative will improve route planning, vehicle utilisation, and real-time oversight, reducing peak-hour traffic and enhancing service reliability. “Our goal is to provide a safer, more affordable, and convenient experience for families,” Karim said.
Dr Mohammad Al Hashimi, founder & CEO of Urban Express Transport, expressed enthusiasm for the collaboration: “Urban Express Transport is proud to support this strategic school transport optimization project. By leveraging innovative approaches such as school bus pooling and flexible services, the initiative aims to reduce congestion, improve bus utilisation, and enhance the daily travel experience for students. It aligns perfectly with Dubai’s long-term transport vision, delivering safer, more sustainable, and cost-effective mobility solutions.”
The pilot program represents a significant step toward transforming school transport in Dubai, combining technology, sustainability, and operational efficiency to create smarter, safer, and more convenient travel for students and families alike.
