Planning your 2026 holidays just got easier. This guide lays out UAE public holidays and shows how to turn your annual leave into longer, more relaxing breaks.

Fixed dates, like New Year’s Day and Eid Al Etihad (UAE National Day), are set by the government, while Islamic holidays, including Eid al-Fitr and Eid al-Adha, are confirmed closer to the day based on moon sightings.

With a little planning, employees in both the public and private sectors can maximise time off and make the most of the year ahead.

How UAE public holidays are set

Under Cabinet Resolution No. 27 of 2024, the UAE Cabinet has the authority to shift most public holidays to the beginning or end of the working week through an official decision. Eid holidays are excluded from this provision and are observed on their actual dates.

The resolution also allows local governments to declare additional public holidays for their own departments and entities, either for specific occasions or at their discretion.

Official UAE public holidays in 2026 apply to both the public and private sectors.

Guide to expected public holidays in 2026

Fixed Gregorian holidays

New Year’s Day, Thursday, January 1
Eid Al Etihad, Wednesday and Thursday, December 2–3

Islamic (lunar) holidays, subject to moon sighting

Eid Al Fitr, predicted from Friday to Sunday, March 20-22
Arafat Day, expected Tuesday, May 26
Eid Al Adha, predicted from Wednesday to Friday, May 27–29
Islamic New Year, expected around mid-June 2026
Prophet Muhammad’s (PBUH) Birthday, expected around late August

Dates for Islamic holidays may shift by one day depending on the official moon sighting announcement.

How to make your leave days count in 2026

March, Eid Al Fitr
Expected to fall from Friday to Sunday, March 20–22
Booking leave from Monday to Thursday, March 16–19, you can turn it into a nine-day break, including weekends.

May, Arafat Day and Eid Al Adha
Expected from Tuesday, May 26, through Friday, May 29
Take Monday, May 25, off and combine it with the surrounding weekend for up to nine consecutive days away from work.

June, Islamic New Year
Expected to fall mid-week in mid-June
Adding one or two leave days around it can comfortably create a five-day break.

August, Prophet’s Birthday
Expected in late August
Taking a day before or after the holiday can stretch it into a long weekend of four or five days.

December, National Day
Falls on Wednesday and Thursday, December 2–3
Add leave on Monday and Tuesday or on Friday to create anything from a four-day break to a nine-day stretch, depending on how well you plan.

Public holiday rules worth knowing

• Islamic holidays are confirmed only after official moon sightings and may move by a day.
• Midweek fixed holidays may be moved to the start or end of the working week under cabinet policy, though Eid holidays themselves are not shifted.
• Holiday announcements apply nationwide across all emirates unless stated otherwise.

Since securing the highest investment offer on Shark Tank Dubai, PetBae has evolved from a niche boarding alternative into a comprehensive digital home for the region’s pet parents. In this conversation with Gullf Business, founder Joey Chaaya shares how the brand is leveraging its newfound visibility to scale grooming services, optimise its tech stack, and lead a “pet-first” movement across the UAE.

When we last spoke in 2023, PetBae was just beginning to scale. Fast forward to 2025, and you received an offer on Shark Tank Dubai. How did that moment shape the business?

Shark Tank Dubai was a huge moment for us, not just because of the offer itself, which happened to be the highest on that episode, but because of what came after. The visibility and credibility that came with being featured on the show really pushed the brand forward.

From a marketing standpoint, it gave us a powerful stamp of validation; “as seen on Shark Tank” still resonates with users, partners, and even investors. It opened a lot of doors, helped us reach more pet parents, and reinforced that we’re solving a real need in the region.

You talked about building a home-based alternative to traditional pet boarding. How has that vision evolved over the past year?

That original idea still sits at the heart of what we do — personalised, cage-free care in a home-based environment, but we’ve evolved into something much bigger. Over the past year, we’ve heavily optimised the app to make the user experience smoother, faster, and more intuitive.

We’ve expanded the platform into a more complete ecosystem, where pet parents can now find not just sitters and walkers, but also grooming services. We’re building toward a future where PetBae is the trusted platform pet parents open for everything. The idea is to create one seamless platform where pet owners can find everything they need: reliable, community-driven, and easy to use.

Grooming is your latest offering. Why was that the next logical step?

Grooming was one of the most requested features from our community. Instead of building a grooming service from scratch, we took an aggregator approach, partnering with established and trusted grooming businesses across the UAE and integrating them directly into the app. That way, users can book from a list of trusted local providers with the same ease and confidence they use to book a sitter.

We’re also going to be adding a feature where sitters on our platform can offer grooming as an add-on, which is great for pets who feel more comfortable staying with someone familiar. It’s all about making things simpler, more flexible, and more personalised for both pets and their humans. We’re also offering exclusive discounts to encourage users to try it, and the response has been really strong.

What’s the big vision from here? Where do you see PetBae in the next two to three years?

Our goal is to become the go-to platform for pet care across the GCC and beyond. We’re constantly improving our tech stack to make life easier for pet owners and better for the pets themselves. That means expanding our services, entering new markets, and continuing to invest in trust, quality, and user experience.

We’re not just building an app, we’re building a movement that celebrates the bond between people and their pets, and we’re doing it from right here in the UAE. The ultimate goal is to make the PetBae app a true ecosystem for all things pet-related.

What’s changed for you and for PetBae since receiving the investment offer on Shark Tank Dubai?

The visibility and credibility from Shark Tank Dubai opened so many doors. It brought new users onto the platform, made it easier to form partnerships, and gave our team a massive boost of momentum. From a marketing perspective, it elevated our brand in a way traditional campaigns rarely can—people saw the story behind the product, and that emotional connection translated into engagement.

We saw organic traction spike across our channels, app installs increase, and conversations around PetBae take on a new level of seriousness, especially from partners and pet owners who had never heard of us before.

Internally, it pushed us to level up, from improving the app experience to expanding into new services like grooming. It reminded us that we’re not just building a product, we’re building trust. And when people believe in what you’re doing, you naturally raise the bar and hold yourself to it.

Read: Pet-friendly communities: Co-existing with your furry friends in UAE

Advances in scientific research are changing how one of the world’s most closely monitored consumer industries approaches risk, responsibility and long-term sustainability.

Over the past decade, public health authorities have increasingly focused on the role of combustion in driving the majority of health risks associated with traditional tobacco use.

That distinction has become a reference point in how companies such as British American Tobacco (BAT) reassess product development.

According to the World Health Organisation (WHO), the health risks associated with traditional cigarette use stem primarily from the toxic by-products created during combustion. Cigarette smoke contains more than 7,000 chemicals, many of which are harmful or carcinogenic.

This evidence has shaped international harm-reduction debates, particularly around whether non-combustible alternatives can reduce exposure for adult consumers who would otherwise continue to smoke.

BAT says this scientific understanding underpins its shift towards non-combustible formats, including vapour, heated tobacco and oral nicotine products. Executives describe the strategy as a response to findings emerging from chemistry, toxicology and clinical research.

In several developed markets, policymakers and public health bodies have begun to distinguish between combustible and non-combustible categories when designing regulatory frameworks, while still maintaining controls on marketing, access and youth prevention.

Sweden frequently features in these discussions. Daily smoking prevalence there has fallen to around 5–6 per cent, the lowest level in the European Union, a trend Swedish public health authorities link to a combination of risk-proportionate regulatory oversight, and the uptake of non-combustible alternatives.

Against this backdrop, BAT — founded in 1902 — has set out an ambition to become a predominantly non-combustible business by 2035. The company has stated a target for more than 50 per cent of group revenue to come from non-combustible products by that date.

To examine how that transition is unfolding, Gulf Business visited BAT’s global research and development headquarters in Southampton, UK, where hundreds of scientists and engineers work across product development, regulatory science and long-term research.

“This is not about incremental change,” Dr James Murphy, Director of Research and Science at BAT, told Gulf Business. “Science now sits at the centre of how we operate. We have built a substantial evidence base through chemistry, toxicology and clinical studies, and that work shapes how we engage with regulators and policymakers.”

From regulation to responsibility

BAT operates across more than 180 markets, each with its own regulatory approach.

For Danielle Tower, Group Head of Scientific and Regulatory Affairs, preventing underage use is one of the central concerns as newer product categories expand.

“As we transition towards non-combustible products, we have to ensure they are used as intended, by adult consumers only,” Tower said. “Underage access prevention remains one of our top priorities.”

To support enforcement at the retail level, BAT is turning to technology to improve age-verification processes. One example is the use of artificial intelligence-based facial age estimation tools, such as Yoti, designed to help retailers apply age restrictions more consistently.

“The system determines whether a customer is above or below a defined age threshold,” Tower explained. “A photo is taken and immediately deleted, but from that image the technology can estimate age with a high degree of accuracy.”

Tower said independent validation places the system’s accuracy at 99.3 per cent, giving retailers additional confidence in enforcing age-restricted sales. She also noted that similar tools could apply across other regulated categories, subject to regulatory approval.

Designing safeguards

BAT has extended its focus on responsibility into product design, reflecting a wider shift across regulated industries to embed safeguards directly into systems rather than relying solely on post-market enforcement.

“In our R&D work, we are increasingly exploring products with built-in age-verification and authentication features,” Tower said. “Connectivity, device controls and other technologies all form part of that thinking.”

While incremental, these measures aim to reinforce intended use and reduce misuse over time.

Another challenge that continues to test regulatory systems globally is illicit trade.

It is estimated that around 1 in every 10 cigarettes consumed worldwide comes from illicit channels, according to the WHO.

This illicit trade costs governments across the globe more than $47bn in lost tax revenues annually, the WHO further states.

Tower described it as a clear example of where regulation loses effectiveness if enforcement cannot keep pace.

“Illicit products bypass safety standards, undermine legitimate supply chains and erode trust,” she said. “Manufacturers can only do so much. Policymakers and regulators play a critical role in setting rules that are enforceable and properly resourced.”

BAT’s evolution reflects a broader shift among global legacy businesses redefining their futures, where longevity increasingly depends on aligning business models with scientific evidence, regulatory credibility, and public trust.

This requires sustained investment in research and a shared commitment to reducing harm.

The Sultanate of Oman announced its General State Budget for 2026, with total estimated revenues projected at OMR 11.447 bn, based on an average oil price of $60 per barrel. This represents a 2.4 per cent increase over approved revenues for 2025.

Total public expenditure for 2026 is estimated at approximately OMR11.977 bn, up 1.5 per cent from the previous year. The estimated budget deficit stands at OMR530m, a 14.5 per cent decline from 2025, accounting for 4.6 per cent of total revenues and 1.3 per cent of GDP, according to an Oman News Agency report.

Read more-How Oman’s new digital banking regulations are reshaping the financial sector

The budget was unveiled during a press conference at the Ministry of Finance, detailing the financial framework for the Eleventh Five-Year Development Plan (2026–2030) alongside preliminary results for 2025.

Sultan Salim Al Habsi, Minister of Finance, emphasised Oman’s ongoing economic growth, noting that the projected real GDP at constant prices is expected to reach OMR39.2bn by the end of 2025, up from OMR34.5bn in 2021, a 14 per cent increase during the Tenth Five-Year Plan.

Inflation remained stable, with an average rate of 0.9 per cent through November 2025, supported by government policies on petroleum, electricity, water subsidies, and essential commodities.

Investment and market performance

Minister Al-Habsi highlighted the rising confidence in Oman’s business environment, which has driven Foreign Direct Investment (FDI) to OMR30.3bn by Q3 2025, a 71 per cent increase since 2021.

The Muscat Stock Exchange also showed strong performance, with market capitalisation rising 60 per cent since 2020 to OMR32.2bn.

Trading values surged by over 1013 per cent compared to 2020, positioning Oman among the GCC’s top-performing markets in 2025 and ranking fourth globally.

The Oman Investment Authority contributed significantly to economic growth, with assets reaching OMR21bn by the end of 2025.

Investments spanned 50 countries, promoting knowledge transfer, human resource development, and revenue contributions of over OMR4.4bn during the Tenth Five-Year Plan.

The Future Fund Oman approved 164 projects worth OMR462m by 2025, including OMR104m in investments for startups and SMEs, supporting private sector growth and innovation.

Fiscal discipline and non-oil growth

Fiscal improvements have been achieved due to rising global oil prices and government measures to enhance fiscal sustainability. The fiscal breakeven oil price fell from over $100 per barrel pre-Tenth Plan to $68 per barrel in 2025. Non-oil revenues also grew by 41 per cent, from OMR2.1bn in 2020 to OMR3.5bn by the end of 2025.

Additional revenues from the Tenth Five-Year Plan, totaling OMR11.291bn, were allocated strategically between social spending (OMR2.687bn), economic expenditure (OMR3.837bn), and debt reduction (OMR4.767bn). Governorate development projects received OMR983m, up from OMR285m in 2021.

Social development and infrastructure investment

Social spending remains a priority. The 2026 budget allocates OMR614m for the social protection system, benefiting over 1.6 m citizens.

Education will receive 4,000 new teachers, while the Ministry of Health will hire 3,706 new staff. A total of 113 new schools and 11 hospitals, along with 19 health centers, are under construction, with many expected to be completed by 2026–2027.

Infrastructure development continues with 2,525 km of roads planned at an estimated OMR2.7bn. Housing initiatives, including the “Iskan” program, received OMR545 m during the Tenth Plan, with a reinforced loan portfolio and reduced waiting times.

The government also set aside OMR400m annually for Economic Transformation Projects, increasing total allocations for strategic projects to OMR1.3bn in the Eleventh Five-Year Development Plan.

2026 budget allocation highlights

• Total revenues: OMR11.447bn (net oil: OMR5.752bn, net gas: OMR1.961bn, non-oil: OMR3.734bn)

• Total expenditure: OMR11.977bn

  • Current expenditure: OMR8.771bn (73 per cent of total)

  • Defense & security: OMR3.160bn

  • Civil ministries: OMR4.700bn

  • Public debt service: OMR911m

• Contributions and other expenditures: OMR1.906bn (16 per cent of total)

• Social and essential sectors: OMR5.2bn (44 per cent of total)

Education receives 40 per cent of the social and essential sector allocation, followed by Social Security and Welfare (26 per cent), Health (25 per cent), and Housing (9 per cent).

Higher education initiatives target 11,425 new scholarship students, with ongoing upgrades to Sultan Qaboos University and the University of Technology and Applied Sciences.

Debt and employment measures

The government plans to finance 2026 needs through domestic borrowing of OMR902m, external borrowing of OMR990m, and drawing OMR400m from reserves. Public debt is projected to reach OMR14.6bn, representing 36 per cent of GDP.

Additionally, OMR100m annually has been allocated for employment programs under the Eleventh Five-Year Plan, including targeted procurement initiatives to reduce unemployment and promote job stability.

Preliminary 2025 financial results

Abdullah Salim Al Harthy, Undersecretary of the Ministry of Finance, reported a 5 per cent increase in general revenues for 2025, totalling OMR11.760bn, driven by a 10 per cent increase in net oil revenues (OMR6.403bn) and a 0.4 per cent increase in net gas revenues (OMR1.784bn).

Total public expenditure rose 4 per cent to OMR12.240bn, with developmental projects contributing to an expected total investment expenditure of OMR1.400bn. Subsidies and social spending increased to support petroleum products, electricity, water, and low-income families. The 2025 financial deficit decreased 23 per cent to OMR 480 m, aided by favorable oil prices.

NVIDIA unveiled a new family of open-source artificial intelligence models, simulation tools and datasets aimed at accelerating the development of safer, reasoning-based autonomous vehicles, as competition intensifies to deploy higher levels of self-driving technology.

Announced at the CES technology show, the Alpamayo family is designed to address so-called “long-tail” driving scenarios, rare and complex situations that remain among the biggest obstacles to large-scale autonomous vehicle deployment.

Autonomous systems have traditionally relied on separate perception and planning models, a structure that can struggle when vehicles encounter unfamiliar conditions.

NVIDIA said Alpamayo introduces reasoning-based vision language action (VLA) models that allow systems to analyse cause and effect step by step, improving decision-making, safety and explainability.

The AI models could help autonomous vehicles handle complex environments

“The ChatGPT moment for physical AI is here, when machines begin to understand, reason and act in the real world,” NVIDIA founder and CEO Jensen Huang said in a statement. He said the technology could help autonomous vehicles handle complex environments and explain their driving decisions, a key factor in building trust and scaling deployment.

The Alpamayo family combines three elements: open AI models, simulation frameworks and large-scale datasets.

Rather than operating directly inside vehicles, the models are designed to act as “teacher” systems, which developers can fine-tune or distil into smaller models suitable for real-world use.

NVIDIA said it is releasing Alpamayo 1, a 10-billion-parameter chain-of-thought reasoning model for autonomous driving research, alongside AlpaSim, an open-source simulation platform for closed-loop testing.

The company is also making available physical AI open datasets comprising more than 1,700 hours of driving data collected across diverse geographies and conditions.

The company said the tools would enable a self-reinforcing development loop, allowing developers to train, test and refine reasoning-based autonomous driving systems more efficiently.

Automotive and mobility companies to explore new tech from NVIDIA

Automotive and mobility companies, including Jaguar Land Rover, Lucid and Uber, as well as research groups such as Berkeley DeepDrive, are exploring the Alpamayo platform, NVIDIA said, as they work toward level 4 autonomy, where vehicles can operate without human intervention in defined conditions.

Against a backdrop of slower progress and rising scrutiny in the autonomous vehicle sector, the company said open development and improved reasoning capabilities could help the industry overcome technical barriers and advance safer deployment at scale.