Dubai motorists are being urged to pay closer attention to vehicle condition and driving behaviour this summer, with Dubai Police highlighting a series of road and vehicle-safety violations that can result in fines, black points and vehicle impoundment.

The warning comes as high summer temperatures increase the importance of vehicle maintenance, particularly tyre checks, while breakdowns and unsafe driving decisions can create additional risks for motorists and other road users.

Among the offences highlighted by Dubai Police, some of the most costly mistakes can result in a Dhs1,000 fine.

Stopping in the middle of the road carries a Dhs 1,000 fine and six black points, while overtaking on the hard shoulder carries the same financial penalty and number of black points.

Other summer-related violations can also leave motorists facing significant penalties. Driving with damaged, worn-out or otherwise unfit tyres carries a Dhs 500 fine, four black points and a seven-day vehicle impoundment.

The warnings come against the backdrop of thousands of vehicle-safety violations recorded by Dubai Police during the first five months of 2026.

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The force recorded 3,589 vehicle-safety violations during the period, comprising 1,737 vehicles that failed to meet safety and security requirements, 1,026 unroadworthy vehicles and 826 vehicles with expired tyres.

For Dubai motorists, the figures underline why vehicle preparation and safe driving decisions become particularly important during the summer.

Dubai Police highlights 3,589 vehicle-safety violations

Dubai Police’s June 28, 2026 summer vehicle-safety warning called on motorists to ensure their vehicles are roadworthy, inspect tyres regularly and verify that all safety systems are functioning properly as temperatures rise.

The enforcement figures provide an indication of the scale of vehicle-safety issues being identified.

Of the 3,589 violations recorded during the first five months of the year, 1,737 involved vehicles that did not meet safety and security requirements.

A further 1,026 involved unroadworthy vehicles, while 826 involved expired tyres.

The figures place tyre condition firmly among the concerns facing motorists during the summer.

Driving with damaged, worn-out or unfit tyres can result in a Dhs 500 fine, four black points and a seven-day vehicle impoundment.

Expired tyres fall under the tyre-safety offence and carry the same penalty for unfit tyres.

Dubai Police is specifically intensifying checks on worn-out and expired tyres during summer, when motorists are being urged to ensure their vehicles are properly maintained before setting out.

Tyres remain a critical part of summer preparation

For motorists, tyre checks are one of the clearest practical steps arising from the Dubai Police warning.

The force has urged drivers to regularly inspect their tyres and ensure that vehicles are safe to drive.

The issue is also relevant to motorists planning longer journeys, where a vehicle’s condition becomes even more important.

Bin Yaber Driving Institute MD Jaber Al Harbi has similarly highlighted the importance of drivers checking their vehicles before travelling.

His advice, included in the information provided for this story, is that motorists should check tyre pressure and tread before a long drive rather than waiting until they are already on the road.

The driving institute’s perspective adds another dimension to the police warning. While enforcement figures show how many motorists are being caught with vehicle-safety problems, driving instructors see the everyday habits that can allow those problems to develop.

The message from both sides is ultimately focused on preparation.

The Dhs 1,000 mistake that can follow a breakdown

Summer vehicle problems do not necessarily end with a mechanical repair.

If a vehicle breaks down because of overheating, tyre failure or another mechanical fault, what the driver does next can have traffic-safety and financial consequences.

Dubai Police has warned motorists that stopping in the middle of the road carries a Dhs1,000 fine and six black points.

The offence is particularly relevant when a vehicle develops a problem during summer because a stranded car can become an obstruction to other motorists.

A separate offence for obstructing traffic carries a Dhs500 fine.

For drivers, the distinction reinforces the importance of taking appropriate safety measures after a breakdown rather than simply remaining where the vehicle stopped.

The information supplied for the story notes that motorists should activate hazard lights immediately, move everyone out of the vehicle to a safe location, place a warning triangle behind the vehicle where possible and call the police rather than remaining inside or on the road.

The broader point is that a mechanical failure should not become a secondary road-safety problem.

Hard shoulder overtaking can also cost Dhs 1,000

The hard shoulder is another area where motorists can make a costly summer driving mistake.

Dubai Police has reminded drivers that overtaking on the hard shoulder attracts a Dhs1,000 fine and six black points.

The hard shoulder needs to remain available for emergencies and broken-down vehicles.

That is particularly relevant during summer because motorists experiencing tyre failures, overheating or other mechanical problems may need somewhere to move their vehicles away from active traffic.

Using the hard shoulder to overtake therefore creates a potential conflict between drivers attempting to bypass traffic and motorists who genuinely need the space because of an emergency.

For motorists, the potential saving in journey time can come with a Dhs 1,000 fine and six black points.

Unauthorised modifications raise another safety concern

Dubai Police has also warned motorists against fitting unauthorised modifications or accessories to their vehicles.

Brigadier Juma Salem bin Suwaidan, director of the General Department of Traffic at Dubai Police, warned that such additions can cause mechanical failures and are a significant contributor to vehicle fires.

The warning forms part of the wider summer focus on vehicle safety.

According to the information supplied, motorists are being urged to ensure that all safety and security measures are in place, carry out regular vehicle inspections and comply with traffic laws.

The issue is therefore not limited to the condition of tyres.

A vehicle can have other safety problems that may not be immediately obvious to the driver, while unauthorised modifications can introduce additional risks.

For motorists, the advice is to consider the overall condition and safety of the vehicle rather than focusing on one component alone.

Bin Yaber’s perspective: preparation matters

The Bin Yaber perspective helps put the police warnings into the context of everyday driving behaviour.

Al Harbi has pointed to the tendency of motorists to underestimate mistakes that may appear harmless at the time.

The information provided describes these as the kinds of mistakes that drivers may not necessarily regard as dangerous, even though they can have consequences once conditions change.

That is particularly relevant during summer travel.

Motorists may be preparing vehicles for longer journeys, carrying additional luggage or travelling with more passengers. Those circumstances can make basic preparation more important.

The information supplied also notes that Bin Yaber advises motorists to check their tyre pressure and tread before a long journey.

For families travelling by road, the institute’s guidance extends to ensuring passengers are properly secured and that vehicles are not overloaded.

Overloading can add another Dhs 500 penalty

Summer travel can also mean additional passengers and luggage.

According to the information provided, overloading a light vehicle carries a Dhs 500 fine and four black points.

The maximum load rating is typically displayed on a sticker inside the driver’s door frame.

The Bin Yaber insight is relevant here because vehicle preparation is not only about whether the engine starts or whether the tyres appear suitable.

The way a vehicle is loaded can also affect how it performs.

For motorists preparing for a summer journey, the basic principle is to ensure that passengers and luggage remain within the vehicle’s permitted capacity.

A breakdown requires the right response

Dubai Police’s warnings around stopping and obstructing traffic also highlight the importance of knowing what to do when a vehicle fails.

The information supplied for this story states that failure to take necessary road-safety measures after a vehicle breakdown carries a Dhs 500 fine.

The recommended response includes activating hazard lights, moving occupants to a safe location, placing a warning triangle behind the vehicle where possible and contacting the police.

Stopping in the middle of the road is treated separately and carries the more substantial Dhs1,000 fine and six black points.

That makes the distinction important for motorists: a breakdown may be unavoidable, but the way the driver responds remains critical.

Summer driving mistakes and their penalties

The penalties demonstrate how several apparently separate summer driving mistakes can carry financial consequences, alongside black points and, in the case of unfit tyres, vehicle impoundment.

Dubai Police and Bin Yaber converge on prevention

The police enforcement figures and Bin Yaber’s driving-institute perspective ultimately point towards the same conclusion: summer road safety starts before motorists begin their journeys.

Dubai Police’s data shows that 3,589 vehicle-safety violations were recorded in the first five months of 2026, with unfit vehicles, vehicles failing safety requirements and expired tyres accounting for the recorded cases.

Bin Yaber’s guidance focuses on the practical habits motorists can adopt before setting off, including checking tyres and preparing vehicles properly for journeys.

The two perspectives therefore complement one another.

For Dubai motorists, the checklist is relatively straightforward: make sure the vehicle is roadworthy, inspect tyres, ensure safety systems are working, avoid unauthorised modifications, do not overload the vehicle and know how to respond if a breakdown occurs.

Once on the road, drivers should also avoid decisions that can create additional danger — including stopping in the middle of the road or using the hard shoulder to overtake.

The immediate consequence of some of these mistakes can be a Dhs 1,000 fine, while other violations can bring Dhs 500 penalties, black points and vehicle impoundment.

But the wider message from Dubai Police and Bin Yaber is about prevention rather than penalties.

For motorists, preparing the vehicle before a summer journey and making safer decisions on the road can help avoid turning an ordinary drive into a costly and potentially dangerous incident.

For a growing company, the traditional route to building a leadership team, recruiting a permanent chief financial officer (CFO), chief operating officer (COO) or marketing chief (CMO), can be costly, slow, and, when the need is tied to a single challenge, unnecessary.

A different model is gaining ground. Fractional leadership puts experienced executives to work with companies on a part-time or project basis, bringing senior expertise without adding permanently to the payroll.

The approach is well established in mature international markets. What is new is its momentum in the GCC, where business formation is accelerating, senior talent is relocating in numbers and companies are hunting for more flexible ways to scale. For Rhys Holding and Sam Loyd, co-founders of Fractional, the region has reached an inflexion point.

Why now

“The UAE and the wider GCC have hit a specific convergence point,” says Loyd. “Business formation is increasing, especially SMEs that are growing at a rapid pace and are primed for fractional C-suite leadership, right as on-demand leadership becomes the global norm rather than the exception. That’s not a trend; it’s a structural shift in how businesses want to engage senior talent and how talent wants to work.” Saudi Arabia’s emergence as a global market, he adds, gives the region “the scale of companies needed to support a genuine fractional ecosystem.”

Underpinning the shift is a movement of people. “Senior executives are relocating to the GCC for the lifestyle it offers and increasingly choosing fractional careers over full-time roles, giving them the flexibility and ability to work across various sectors and challenges, instead of being confined to one role,” Loyd says. Post-pandemic, he argues, the most future-facing businesses now see part-time senior roles “here to stay as a way to de-risk scaling a business. Put those forces together, and the model has everything it needs to take off here.”

Filling the gap

Fractional’s role, Holding says, is “to bring a proven solution to a market that hasn’t had access to it before”, and his conviction is partly personal. “Having built, run and sold an SME myself, I’ve experienced this gap from the inside,” he says. The scale of the opportunity is hard to miss: In January, the UAE Ministry of Economy and Tourism reported that the country had more than 1.4 million registered companies, with 250,000 added in 2025 alone.

“Growth creates pressure. Leadership gaps appear. Costs climb. Founders find themselves making executive-level decisions without executive-level support, “Holding adds.

Fractional’s answer is a vetted bench. “We curate and vet a collective of more than 350 C-suite executives across every function, many with Fortune 500 experience, matching each SME with the executive best suited to its stage, sector and challenge,” Holding explains. “We built that curation specifically for the GCC and its SMEs, right down to the commercial structure of every engagement.”

Crucially, he says, the company does not simply make an introduction and walk away. “Every engagement is set up with the support, structure and governance needed so that both the SME and the fractional executive are fully supported for success. We manage the scope and the commercial terms, so a founder can bring in exactly the seniority they need, for exactly as long as they need it.”

So how does a founder know the moment has arrived? For Holding, some triggers are obvious. “A funding round. A new market entry. A leadership gap during maternity or long-term leave. A defined project with a start and end date,” he says. “In practice, founders are often making executive-level decisions across every part of the business, often without executive-level support around them.”

The more revealing signal is subtler. “It’s when a founder becomes too pivotal to their own business, where every decision, big or small, has to pass through them,” Holding says. “It’s not always a conscious choice. Many founders want support and don’t know where to find it, because they haven’t yet built a network of people who can provide it. A fractional executive gives them that — impartial support that works in favour of the business.”

The mistakes that cost

The most expensive error, in Holding’s experience, is founders overestimating their own reach. “The most common mistake is founders believing they can do it all themselves, or that their own experience is enough for a challenge they haven’t faced before. That belief is costly,” he says. “Opportunity cost builds up while a founder learns on the job, and in some sectors, the reputational cost builds alongside it.”

The counterweight is experience that has already been tested. “Fractional gives SMEs access to C-suite executives who have built their experience across the full spectrum of business conditions, from periods of rapid growth, fundraising and market expansion, to global disruption, restructurings and transformation,” Holding says. “These are executives who have already solved the exact problem a founder is facing for the first time.” And because the model is flexible, businesses are not locked into a single profile. “The CFO who helped raise a first round isn’t necessarily the right CFO for the next one, and fractional lets you switch in the experience a business needs at that specific moment, without the complexity of letting someone go.”

Where mature markets eased into fractional leadership over years, Holding believes the UAE can move faster. “What’s different here versus more mature fractional markets is the speed and availability of senior-level talent,” he says. “The UAE is a fast, dynamic market and when the fractional model is applied properly, that speed makes it even more valuable, because SMEs need a flexible, scalable solution to navigate a business environment moving this quickly. Where more mature markets adopted fractional leadership gradually, the UAE has the chance to adopt it at the same pace the rest of the economy is moving.”

AI and the next five years

Loyd sees artificial intelligence reshaping executive hiring in two directions. “We’d expect executive hiring to keep unbundling and be outcome-focused,” he says. “Businesses will stop asking ‘do we need a full-time hire?’ and start asking ‘what specific outcome do we need right now, and who has already delivered it?'”

The second shift is about capacity. “The fractional model has always championed providing senior talent to SMEs that might not need a full-time hire or be able to afford one,” Loyd says. “With the ever-increasing capability of AI, and its prevalence, we see in the next five years a change where some fractionals may be able to provide full-time productivity but in a fractional capacity. The net efficiency and productivity gains of AI support this transition.”

Why executives are opting in

The pull is being felt on the other side of the table too, and Loyd says it is about more than flexibility. “It’s variety. In a traditional corporate role, you’re predominantly exposed to one business, one sector, and one set of problems associated with that business and sector. As a fractional executive, you might work across adjacent industries in the same year, and that breadth of exposure over five years can be broader than five years inside a single company.”

That, he adds, is what keeps senior operators engaged. “What’s driving experienced executives towards fractional work is the chance to keep solving new problems, rather than managing the same business indefinitely. Fractional gives SMEs access to C-suite executives who have already navigated the moments that define a business, and for the executives themselves, that variety is exactly what keeps them engaged.”

Defining success

For a model that bills itself on outcomes, measurement has to be built in from the outset. “This has to be defined before an engagement starts,” says Holding. “Every engagement is backed by a proposal and a statement of work that sets out the deliverables up front, so success isn’t subjective; it’s commercial. Because this is a B2B arrangement rather than employment, that structure has to exist.”

The measure of success, he says, follows the reason for the engagement. “If a CFO comes in to raise a funding round, the outcome is the round. If a CFO comes in to replace an ERP system, the outcome is a system that’s live and working.” Speed is part of the value: “Deployment happens within weeks of the initial brief, and because engagements scale up or down as priorities shift, an SME is never carrying more leadership than it actually needs. A successful engagement is one where the outcomes set out at the start are the outcomes delivered at the end.”

The spread of engagements, Holding says, tells its own story. “Our engagements to date span a genuinely broad mix of sectors and CXO designations. Demand for fractional leadership isn’t concentrated in one industry. It shows up wherever a business is scaling faster than its leadership bench.”

Looking ahead, he points to national priorities as natural growth areas. “The sectors the UAE is actively investing in nationally, including AI, food security and manufacturing, are natural growth areas for the model, simply because they’ll need experienced leadership faster than they can hire it full-time.” Private-equity and venture-backed companies, he adds, are “traditional partners of the fractional model, and we see large growth opportunities in this area. The answer is that adoption is still broad and early, and that’s a good sign for the model in the long run.”

Complement, not replacement

For all their conviction, both founders are clear that fractional leadership is not a substitute for permanent hiring.

“Fractional works alongside full-time hiring rather than competing with it, and the appetite for it reflects that: demand for senior interim and fractional leadership has accelerated sharply, giving SMEs leverage they wouldn’t otherwise have,” Holding says. “There’s a point where a business, particularly as it scales into a larger enterprise, genuinely needs a full-time CFO or COO, and fractional isn’t in competition with that decision. It’s what gets a business to the point where it can make that decision properly, with the right structure already in place.”

That, ultimately, is the future he expects. “We’d expect fractional to become a mainstream part of workforce strategy, but as a complement to hiring, sitting alongside it rather than replacing it.”

Dubai-based premium supermarket chain Spinneys delivered resilient first-half earnings as revenue rose 5.1 per cent to Dhs1.9bn, supported by store expansion, stronger online sales and growing demand for fresh and private-label products despite regional supply chain disruptions.

The retailer reported first-half revenue of Dhs1.9bn for the six months ended June 30, while profit for the period increased 2.5 per cent year-on-year to Dhs175m. Adjusted EBITDA rose 1.2 per cent to Dhs369m, and the board approved an interim dividend of Dhs122.4m, equivalent to 3.40 fils per share.

The company’s growth was driven by 11 new store openings across the UAE and Saudi Arabia over the past 12 months, stable like-for-like sales growth of 1.9 per cent, increased online penetration and stronger sales of fresh and private-label products. Online sales accounted for 19.1 per cent of revenue during the first half, up from 16.2 per cent a year earlier.

Spinneys said trading was affected during the regional conflict in March and April but recovered after schools reopened and office activity resumed, with post-Eid Al Adha sales exceeding prior-year levels.

“Our performance in the first half of 2026 underlines the resilience of the Spinneys business in a period of significant regional disruption, and demonstrates the strength of our integrated sourcing model in keeping shelves full and customers served across all of our markets,” said Sunil Kumar, chief executive officer of Spinneys.

He added that the retailer’s international sourcing offices, long-term supplier partnerships and disciplined inventory management enabled it to maintain product availability despite mounting pressure on global supply chains.

To mitigate disruption, Spinneys rerouted sea freight through alternative regional ports to avoid the Strait of Hormuz, reducing shipment delays from a peak of 38 days in March to nine days in June. The retailer also established a permanent road freight corridor from the UK and Europe for medium shelf-life products after completing 26 shipments.

Despite higher freight costs and inflationary pressures weighing slightly on gross margins, the company maintained profitability through cost controls, sourcing efficiencies and its higher-margin private-label strategy. Gross profit increased 4.1 per cent to Dhs784m, while profit before tax remained broadly stable at Dhs203m.

Operationally, Spinneys surpassed one million square feet of gross selling area for the first time following its latest expansion programme. During the period, it also launched a local hiring initiative and introduced The Chef’s Counter, an in-store platform showcasing local chefs and food businesses.

Following the reporting period, the company increased its stake in Spinneys KSA from 50 per cent to 70 per cent through the acquisition of an additional 20 per cent shareholding for SAR18m, strengthening its position in the Saudi market.

Looking ahead, Spinneys said it expects market conditions to improve but will continue prioritising cost management, supply chain optimisation and measured expansion across its core markets as well as newer markets including Kuwait and the Philippines. The retailer said it will reassess its full-year financial guidance in the third quarter of 2026.

UAE fintech platform Botim and Mastercard have launched a card that allows eligible users to access prepaid balances, credit and instalment payments through a single payment product.

The companies said the launch of Mastercard One Credential was the first deployment of the solution in the UAE and across Eastern Europe, the Middle East and Africa.

What One Credential offers

One Credential connects a single payment product to multiple funding sources through a digital interface. Eligible Botim cardholders will be able to switch between prepaid and credit funding without using separate cards.

Users will also be able to access funds in multiple currencies and convert purchases into instalment payments, according to the companies. The release did not disclose eligibility requirements, fees, credit limits, or the date on which the full range of services would become available.

Mastercard said 83 per cent of UAE consumers included in its global consumer research indicated that they would use card instalments through One Credential.

The company did not provide the survey’s sample size, polling dates or methodology in the release.

The product is intended to provide first-time credit users with access to credit through an existing card experience while giving cardholders greater visibility over transactions and payment choices.

“Our work with Mastercard reflects a shared commitment to fostering greater choice, transparency, and confidence in digital payments,” said Tariq Bin Hendi, board member at Astra Tech and chief executive of Botim.

“By bringing this capability to Botim cardholders, we are providing a more practical and trusted way to pay, while continuing to build a platform that can support long-term financial participation and create sustainable value.”

Gina Petersen-Skyrme, Mastercard’s senior vice-president and country manager for the UAE and Oman, said that combining the company’s One Credential technology with Botim’s platform would simplify the way cardholders access and manage multiple payment methods.

Botim Money and Mastercard boost alliance

The launch follows the expansion of a multi-year agreement between Botim Money and Mastercard announced in May. The companies said at the time that Botim Money cards were available without a minimum salary requirement as they sought to broaden access to digital card payments in the UAE.

The prepaid and instalment product is the first stage of a broader development programme between the companies. Botim and Mastercard said they planned to introduce further card products and payment uses but did not provide details or a timetable

Wynn Al Marjan Island has unveiled new concept images offering a glimpse at the beachfront experience planned for the landmark Ras Al Khaimah resort, which is set to open in September 2027.

The future shoreline will stretch for 550 metres along Al Marjan Island and feature a private beach, sheltered lagoon and a 319-metre purpose-built offshore reef.

Wynn Beach will be divided into three distinct environments — Resort Beach, Adult Beach and Enclave Beach — with a combined 372 chaise lounges, 61 cabanas and three private bungalows.

The bungalows will feature their own plunge pools and butler service, while guests will be able to swim, snorkel, paddleboard and kayak in the sheltered lagoon.

Submerged rock formations will frame the shoreline on both sides of the lagoon, while engineered reef units have already been installed offshore to encourage the development of a marine habitat.

Wynn said coral and marine life have already begun establishing themselves around the reef, with osprey also nesting nearby.

“Our ambition was to create a shoreline where guests can escape — somewhere they can swim in calm, clear water and enjoy the beachfront in complete privacy,” said Max Tappeiner, president of Wynn Al Marjan Island.

“As Wynn Resorts’ first beachfront destination, Wynn Al Marjan Island gives us the opportunity to create something entirely new for our portfolio, where exceptional surroundings and intuitive service come together in a way only Wynn can deliver.”

Wynn Al Marjan Island to open in September 2027

The beachfront reveal comes as construction continues at pace on what will become the UAE’s first integrated resort.

Wynn Resorts confirmed last week that Wynn Al Marjan Island will open its doors in September 2027, providing a firm launch date for one of the region’s most closely watched hospitality developments.

Read more: Wynn Al Marjan Island set to open in September 2027

“Importantly, we continue to invest in both growing and diversifying our business with construction at Wynn Al Marjan Island progressing at a rapid pace,” Wynn Resorts chief executive Craig Billings said.

“Wynn Resorts, alongside our partners in Ras Al Khaimah, are now pleased to announce that Wynn Al Marjan Island, the most exciting integrated resort to be developed in over a decade, will open its doors to guests in September of 2027.”

Wynn contributed $48.1m during the second quarter to the joint venture developing the resort, taking its total cash contributions to $1.06bn. The US hospitality group holds a 40 per cent stake in the venture.

When complete, Wynn Al Marjan Island will feature 1,530 rooms and suites, alongside 22 restaurants, lounges and bars, a theatre, five-star spa, designer boutiques, events and celebrations spaces, extensive pool areas and a beach club.

The development will also mark Wynn Resorts’ first beachfront destination globally.

Located on Al Marjan Island in Ras Al Khaimah, the property is around 80 kilometres from Dubai International Airport.

Wynn Al Marjan Island beachfront by the numbers:

• 550 metres: total shoreline
• 319 metres: offshore reef
• 372: chaise lounges
• 61: cabanas
• 3: private bungalows
• 3: beach environments
• 1,530: rooms and suites
• 22: restaurants, lounges and bars
• September 2027: scheduled opening