Twenty years ago this week, H.H. Sheikh Mohammed bin Rashid Al Maktoum became the Ruler of Dubai, marking the start of a period that would redefine federal governance and accelerate the emirate’s rise as a global hub.

On 4 January 2006, Sheikh Mohammed assumed the role of Ruler of Dubai. He became Prime Minister of the UAE shortly thereafter in February 2006.

READ MORE: From humble beginnings to global heights: Sheikh Mohammed’s journey unveiled in new biography

The milestone was marked over the weekend at a high-level meeting attended by UAE president Sheikh Mohamed bin Zayed Al Nahyan, alongside current and former ministers who have served in the UAE Government since 2006.

Congratulating Sheikh Mohammed, UAE president Sheikh Mohamed bin Zayed described the UAE Government as an inspiring model of development that places people at the heart of its priorities, guided by a vision aligned with the future aspirations of Emiratis.

For Sheikh Mohammed, the anniversary is a moment of reflection.

“Today, we mark 20 years since I assumed the office of Prime Minister — two decades spent working alongside a dedicated team that has given its utmost to this nation,” he said.

“In the life of a nation, 20 years may not be a long time, but the UAE has given this period a significance as vast as its achievements.”

That journey, he said, saw the UAE transform “in record time” from a regional leader into a global force, built on a development model centred on quality of life, human empowerment, a resilient economy and exceptional government efficiency.

“We were determined to be at the forefront of development to ensure a high quality of life, stability, progress and prosperity for the UAE and its people,” Sheikh Mohammed said.

“Today, we rank at the top of several fields, and the UAE has become a whole world within one country.”

He paid tribute to long-standing members of his leadership team, thanking Sheikh Mansour bin Zayed Al Nahyan, Sheikh Saif bin Zayed Al Nahyan and Sheikh Abdullah bin Zayed Al Nahyan for their roles over the past two decades, while also pointing to the next generation of leadership, including Sheikh Hamdan bin Mohammed in defence and Sheikh Maktoum bin Mohammed in finance.

“The people of the UAE love being number one,” Sheikh Mohammed said. “Our President aims for us to be number one by desiring the best for us. We in the UAE government are determined to realise this vision, as our people deserve the best.”

He added: “Twenty years have passed so swiftly, and the next 20 will also pass in this manner. However, we must all strive to leave a mark — one that drives our nation forward and endures the passing of time. Our best years are yet to come.”

A 20-year timeline of transformation

Sheikh Mohammed’s two decades of leadership can be traced through a series of defining milestones that reshaped Dubai’s economy, institutions and global standing.

Over this period, Dubai’s economic scale and international relevance expanded sharply.

Since 2006, the emirate’s economy has more than doubled in real terms, its population has grown from around 1.3 million to more than 3.6 million.

Dubai has consistently ranked among the world’s leading cities for trade, tourism, aviation and foreign investment, underpinned by a governance model focused on speed, diversification and long-term planning.

Listed below are just some of the key achievements over the last two decades.

2006–2010
The period is marked by rapid infrastructure expansion across aviation, transport and real estate. Dubai International Airport accelerates its rise as a global hub, while large-scale urban development reinforces Dubai’s role as a regional business and tourism centre. In 2009, the Dubai Metro officially opens too.

2010
The inauguration of Burj Khalifa becomes a defining global moment, symbolising Dubai’s ambition and confidence.

2011–2015
Economic diversification gathers pace. Dubai’s GDP reached approximately Dhs389bn by 2014, driven by trade, tourism, transport, financial services and real estate. The emirate strengthens its position as a global trading hub, supported by world-class ports, logistics and aviation infrastructure.

2016–2019
Dubai intensifies its focus on future readiness. Smart government initiatives, digital services and innovation frameworks are rolled out, while long-term strategies reinforce competitiveness. By 2019, Dubai International Airport is handling more than 86 million passengers a year, making it consistently the world’s busiest airport for international traffic.

2020–2021
Despite global disruption caused by Covid-19, Dubai maintain momentum. Expo 2020 Dubai, held from October 2021 to March 2022, attracted more than 24 million visitors.

2022–2024
Dubai’s post-pandemic recovery is swift. GDP reaches Dhs429bn in 2023, growing more than 3 per cent year on year, led by transport, trade, tourism and financial services. Tourism rebounds strongly, with 17.15 million international visitors in 2023, surpassing pre-pandemic levels.

The Gulf’s financial sector has made remarkable strides in digital innovation. From mobile-only neobanks and biometric identity systems to AI-powered lending tools and open banking frameworks, GCC banks are redefining what modern finance looks like.

Countries like the UAE, Saudi Arabia, and Bahrain now stand among the world’s most ambitious fintech adopters, and broader MENA markets such as Egypt are also building strong foundations for fintech innovation and regulatory reform.

But as digital progress accelerates, so too does the risk. Beneath the surface of seamless customer experiences lies a growing vulnerability: the rapidly expanding and often under-secured world of APIs, the invisible infrastructure powering almost every modern banking service.

The expanding edge of exposure

As banks across the GCC migrate to cloud platforms like AWS and Azure, they are expanding their digital footprint, and with it, their attack surface. APIs sit at the centre of this transformation, enabling connections between mobile apps, core banking systems, and cloud services. But these same APIs also create direct pathways into sensitive data and operations. Without visibility and protection, they become high-value entry points for attackers.

The nature of API architecture introduces unique risks. Unlike traditional web applications, APIs are designed to expose functionality, which also exposes vulnerabilities. Attackers exploit this by bypassing conventional defences, abusing business logic, or automating credential stuffing attacks. With APIs increasingly used to access sensitive systems directly, they have become one of the most valuable targets for sophisticated threat actors.

Growing importance of APIs

APIs aren’t just connecting bank systems; they’re increasingly serving as the infrastructure behind embedded finance in super apps. In the GCC, platforms like Careem, BOTIM, and other everyday apps have integrated wallet, payment, or lending features directly into everyday services like ride-hailing and communication. While this trend unlocks new convenience for consumers and revenue streams for banks, it also introduces new risks. When financial APIs extend into third-party environments, banks cede some control over how those APIs are accessed, secured, and monitored.

Further, the movement towards open banking APIs and increased interconnectivity between banks, applications, and the aggregators facilitating these connections presents sophisticated detection challenges for security teams. This shift makes API visibility even more critical because what was once a back-end interface is now a public-facing, high-traffic attack surface.

Despite growing awareness, most institutions still face a critical gap: visibility. Many financial organisations lack a complete, real-time inventory of their APIs, including undocumented, deprecated, or shadow APIs that operate beyond the scope of standard security tools.

Gaps in visibility weaken an institution’s ability to manage risk, making them as much a strategic concern as a technical one.

When security budgets outpace security outcomes

The good news is that banks are taking action. Across the GCC, cybersecurity budgets are increasing, and API security is being treated as a strategic priority. But investment alone does not guarantee results, especially when efforts focus on checklists instead of actual risk.

The challenge lies in execution. Static API documentation cannot keep up with agile development and third-party integrations. What is needed is continuous discovery that automatically identifies all exposed APIs, including undocumented or shadow endpoints.

Once discovered, APIs should be classified by risk. Not all endpoints pose the same threat. Those connected to customer data or payment systems require stronger protection than those serving public content.

Just as important is understanding how APIs behave under normal conditions. Security teams need this baseline in order to detect subtle anomalies. This matters even more now that attackers are using AI to imitate legitimate traffic and slip past rule-based filters.

At the same time, banks must manage the risks within their own AI systems. Regional regulators are calling for greater oversight of models used in fraud detection, credit scoring, and anti-money laundering. This places new demands on security teams, who must treat API and AI risk as part of the same operational discipline.

Cyber offence gets an AI upgrade

Artificial intelligence has become a cornerstone of digital banking in the GCC, powering everything from generative chatbots and dynamic credit scoring to fraud analytics and portfolio optimisation. But the same technology is being turned against banks.

Threat actors are increasingly leveraging AI to automate the discovery and exploitation of API vulnerabilities. These tools can scan vast swaths of internet-facing infrastructure in seconds, identify misconfigurations, and launch precision attacks that are difficult to detect with legacy defences.

In response, financial institutions must adopt AI not only as a business enabler but as a defensive weapon. Advanced API security today requires machine learning models capable of real-time traffic and behavioural intent analysis, threat correlation, and autonomous response.

Compliance is not a finish line

Regulators across the GCC have introduced stricter rules to keep pace with digital transformation. New requirements include enhanced authentication for digital banking, tighter controls on data sharing, and specific guidelines for API security within open banking frameworks.

These efforts are essential, but regulation alone does not guarantee protection. A mindset focused solely on compliance can lead to minimum standards being met without real security progress. The most forward-looking banks go further, treating API security not just as a regulatory obligation, but as an opportunity to build trust, enable innovation, and reduce business risk.

Ownership, not just oversight

Addressing API risk is not just a technical challenge. It requires organisational ownership. Increasingly, banks are appointing API security champions within their development teams. These individuals act as liaisons between engineering, risk, and compliance, helping to embed security from design through to deployment.

Full-spectrum ownership means making API security part of every function — from DevOps and architecture to fraud prevention and legal. Institutions that take this approach are better positioned to turn awareness into effective action.

When banks have clear visibility and control over their APIs, they can move faster. With discovery, classification, monitoring, and protection in place, teams can launch open banking products with confidence, integrate fintech services securely, and build digital experiences that reinforce trust.

GCC banks have already shown global leadership in digital transformation. Those that bring the same strategic focus to API security will not only reduce cyber risk but also accelerate innovation. In a digital-first world, security is no longer a constraint. It is the foundation for faster growth and smarter innovation.

Read: Re-inventing the commercial banking experience in the Middle East

Saudi Arabia’s Ministry of Human Resources and Social Development has announced two decisions to increase Saudisation rates in specialised professions, as the kingdom seeks to expand Saudi participation in the labour market and create quality job opportunities, the Saudi Press Agency (SPA) reported.

Under the first decision, Saudisation in engineering professions will be raised to 30 per cent, alongside an increase in the minimum wage for Saudi engineers to SAR8,000 ($2,133) per month in the private and non-profit sectors. The measure will take effect on December 31, 2025, and will apply to establishments employing five or more workers across 46 engineering roles, SPA said.

Read: UAE raises minimum wage for Emiratis in private sector from Jan 1

The targeted professions include architect, power generation engineer and industrial engineer.

The ministry said that employees counted towards Saudisation must be accredited by the Saudi Council of Engineers. Companies will be given a six-month grace period from the date of issuance before the decision comes into force.

Saudisation rates to rise in procurement in the private sector

In a second decision, the ministry raised Saudisation rates in procurement professions in the private sector to 70 per cent, effective November 30, 2025.

This measure applies to establishments with three or more employees working in 12 key procurement roles, including procurement manager, contracts manager and warehouse keeper, according to SPA.

The procurement decision also includes a six-month preparation period before enforcement, allowing companies time to align their workforce structures with the new requirements.

The ministry said the measures are intended to improve the work environment, broaden employment opportunities for Saudi citizens and increase national participation in vital economic sectors.

SPA reported that the ministry has published a procedural guide on its website outlining the professions covered, methods for calculating Saudisation rates and steps required for compliance.

Establishments were urged to adhere to the new rules to avoid penalties.

Saudi Arabia is heading into 2026 with a confident, increasingly mature labour market shaped by economic stability, national transformation projects, and a strengthened supply of technical and professional talent. Across industries, from manufacturing and digital technology to HR, finance, and project management, organisations are planning for continued expansion but with more strategic discipline in how they allocate compensation budgets and recruit for high-demand roles.

Employers across the kingdom report sustained optimism supported by the IMF’s real GDP projections of around 4 per cent growth for both 2025 and 2026. Even as some regional markets recalibrated due to economic pressures, Saudi businesses maintained a steady approach to hiring and salary adjustments. Most organisations kept compensation stable through 2025, resulting in an average salary increase of 1.4 per cent entering 2026. Rather than representing stagnation, this marks a shift toward measured, capability-based salary planning.

Read more-From Dubai to Riyadh: Could AI be your next workplace colleague?

The tone for 2026 is clear: expansion continues, but more intentionally, more selectively, and more strategically aligned to Vision 2030 priorities.

Hiring intentions strengthen across key sectors

The labour market outlook is underpinned by solid demand expectations. Half of Saudi organisations plan to increase headcount in 2026, with another 17 per cent expecting growth above 10 per cent. Leadership teams show the strongest appetite for expansion, particularly in sectors aligned with national development goals, aviation, tourism, logistics, digital services, project delivery, and industrial operations.

Some organisations anticipate modest reductions due to margin pressures or operational restructuring, but these are exceptions within an overall climate of positive sentiment. The kingdom continues to differentiate itself from regional markets experiencing sharper contraction.

A defining feature of Saudi hiring trends for 2026 is the shift from broad recruitment drives toward strategic capability acquisition. Instead of hiring widely across functions, employers are focusing on high-impact roles that directly support transformation programmes, digital initiatives, industrial expansion, and financial governance.

A turning point: Talent supply strengthens and salary inflation stabilises

One of the most meaningful changes in Saudi Arabia’s labour market is the growing confidence in talent availability. 66 per cent of organisations believe the kingdom now has sufficient skilled professionals to meet their hiring needs, a remarkable shift compared to the talent shortages seen earlier in the decade.

The emergence of deeper local capability, alongside sustained participation of experienced expatriates, has eased pressure on compensation. Salary premiums are increasingly targeted, not universal, and reserved for areas where global or highly specialised recruitment remains necessary. These include:

• AI and advanced data science
• Cybersecurity
• Software engineering and digital transformation
• Industrial process engineering and technical manufacturing roles
• Senior finance, treasury, audit, and compliance leadership
• HR specialists in reward, analytics, and organisational culture

This evolution signals a more balanced labour ecosystem, one in which businesses can grow without relying on outsized salary escalations to attract scarce talent.

The manufacturing sector: A pillar of vision 2030 industrialisation

Leadership roles anchor expansion

Saudi Arabia’s manufacturing sector continues to be a central driver of non-oil economic growth. The Cooper Fitch Salary Guide KSA 2026 highlights strong compensation bands across industrial leadership and operational management roles.

Top executive salaries reflect the strategic weight of industrial output:

• Managing director: SAR104,000–142,000
• Operations director: SAR75,000–122,000
• Chief production officer: SAR72,000–90,000
• General manager: SAR55,000–88,000
• Head of R&D: SAR38,000–55,000

These roles steer large-scale industrial operations, manage productivity targets, and ensure strategic alignment with national industrial objectives.

Mid-management talent essential to process maturity

As factories modernise, middle management has become the operational engine room. Salary ranges reflect this enhanced responsibility:

• Operations manager / plant manager: SAR33,000–50,000
• Process innovation manager: SAR29,000–39,000
• Process development manager: SAR26,000–38,000
• Production manager: SAR29,000–36,000
• HSE manager: SAR24,000–36,000
• Quality manager: SAR28,000–35,000
• Maintenance manager: SAR21,000–31,000

These roles connect strategic goals with daily execution, ensuring factories achieve efficiency, safety, and output targets.

Technical specialists drive operational excellence

Specialist functions are increasingly vital as manufacturers adopt advanced production methods. Salary ranges include:

• Master black belt: SAR19,000–33,000
• Lean six sigma black belt: SAR17,000–24,000
• HSE engineer: SAR14,000–18,000
• Quality engineer: SAR14,000–17,000
• Process/manufacturing engineer: SAR13,000–16,000

Continuous improvement capabilities remain core to Saudi industrialisation, making these roles highly sought-after.

Engineering and supervisory roles provide day-to-day stability

The engineering workforce forms the backbone of production reliability:

• Production supervisor: SAR11,000–17,000
• Civil, design, maintenance, electrical, mechanical engineers: SAR10,000–17,000

Demand for these roles is expected to remain steady as manufacturing clusters expand and local supply chains mature.

Human resources: A strategic growth engine for organisational transformation

HR functions have gained significant strategic prominence as companies invest in capability development, nationalisation goals, and culture-building.

Top-tier HR leadership compensation

The Michael Page Salary Guide shows strong ranges for HR leadership:

• VP HR / CHRO: SAR80,000–150K
• HR Director: SAR6,000–100,000
• HR Manager: SAR30,000–45,000
• HR Specialist: SAR18,000–30,000

CHRO roles are now central to enabling transformation, workforce planning, and organisational renewal.

Talent acquisition becomes core to business growth

Saudi employers increasingly view recruitment functions as high-value contributors:

• Head of talent acquisition: SAR50,000–80,000
• TA manager: SAR30,000–45,000
• TA specialist: SAR20,000–30,000

Demand continues to rise for specialists who can source digital, engineering, and leadership talent within competitive markets.

Learning and development, culture, compensation and benefits, and HR analytics gain influence

As organisations modernise, HR specialisations expand:

• Head of Learning and development: SAR60,000–80,000
• Learning and development manager: SAR40,000–50,000
• Head of reward/compensation and benefits: SAR60,000–100,000
• Compensation and benefits manager: SAR40,000–55,000
• Culture and engagement director: SAR50,000–70,000
• HRBP director: SAR45,000–75,000
• HRIS manager / HR Analytics roles: SAR35,000–50,000

These emerging roles reflect a more data-driven, capability-focused HR ecosystem.

Technology and digital: Saudi Arabia’s fastest-advancing talent sector

Saudi Arabia’s ambition to become a regional technology hub continues to reshape its labour market. The Robert Walters Salary Survey identifies some of the highest salaries in the kingdom across digital and technology leadership.

C-suite roles lead the market

• Group CIO: Dhs150k–200k
• Chief Strategy Officer (Digital): Dhs1,20,000–1,50,000
• CTO / CIO / Chief AI Officer / CDO: Dhs1,10,000–1,50,000

These roles guide enterprise-wide digital transformation agendas.

Specialised leadership rising in demand

• Chief Data Scientist: Dhs90,000–130,000
• CISO: Dhs85,000–1,20,000
• Chief Product Officer: Dhs70,000–100,000
• Digital Directors and Heads of Transformation: Dhs70,ooo–90,000

Strong demand is driven by cybersecurity maturity, data strategy, and digital operating-model redesign.

Mid-Senior roles anchor implementation

• Head of machine learning, head of product, enterprise architect, head of IT: Dhs50,000–70,000

These roles translate strategic digital goals into scalable enterprise ecosystems.

Finance and accounting: Strengthening governance and strategic control

The kingdom’s finance functions are maturing quickly, supported by tighter governance, enhanced compliance, and advanced reporting practices.

Senior finance roles among the kingdom’s highest paid

The Robert Walters Salary Survey highlights:

• Group CFO: Dhs1,30,000–1,50,000
• CFO / Regional CFO / Financial Director: Dhs80,000–1,50,000
• Head of Internal Audit: Dhs80,000–1,40,000
• Treasury and tax directors: Dhs70,000–100,000

These roles manage financial integrity, risk, and strategic planning.

Mid-level finance roles support organisational stability

• Treasury manager, controller, tax manager, internal audit manager, FPSA manager, finance manager: Dhs35,000–55,000

This tier ensures compliance, liquidity management, forecasting, and operational financial control.

A maturing, confident labour market positioned for 2026

Across sectors, the Saudi labour market entering 2026 is defined by:

• Measured salary growth
• Healthy hiring intentions
• An increasingly stable supply of skilled talent
• Targeted investment in niche capabilities
• Growing sophistication in HR, digital, finance, and industrial operations
• Strong alignment with Vision 2030 economic diversification priorities

Saudi Arabia is moving into a new phase of labour market maturity, one where sustainable growth, capability building, and strategic workforce planning take precedence over broad salary inflation.

As transformation programmes deepen across industries, the organisations that focus on structured skills development, culture, leadership pipelines, and targeted hiring will be the best positioned to drive the next stage of the kingdom’s economic evolution.

Dubai Electricity and Water Authority (DEWA) has developed a smart digital solution to support the planning and design of electricity distribution networks, aiming to improve efficiency, reduce costs and strengthen the reliability and sustainability of Dubai’s power system.

DEWA said the solution is designed to support the effective planning of 11-kilovolt electricity networks and is currently being implemented within its power and water planning division, according to a report by the state news agency, WAM.

The utility giant said the system improves design efficiency by reducing the time required to prepare plans while lowering associated costs.

“In line with the vision of the wise leadership to strengthen the integration of advanced technologies across key sectors to boost productivity and improve service efficiency, we have developed this smart solution, which reflects DEWA’s approach to embedding digital innovation as a core pillar in the development of planning and operations in the energy sector,” said Saeed Mohammed Al Tayer, MD and CEO, DEWA.

“By transforming multiple data sources into practical tools, the solution supports decision-making and improves performance efficiency. Designing electricity distribution networks using advanced software solutions reduces the time required to prepare plans, lowers costs and enhances design accuracy and flexibility,” he added.

DEWA’s new solution uses advanced software

DEWA said the solution is based on advanced software that creates two databases linked to network design tools, enabling engineers to design 11kV networks more efficiently.

The software integrates data from multiple sources, including peak load sheets, the SAP system and master single-line diagrams, consolidating them into a unified format to support accurate network designs.

The authority said implementation of the solution has resulted in reduced planning and design costs, shorter processing times and more streamlined electricity distribution network designs, improving engineering quality and supporting service continuity.

“This advanced software solution provides an effective tool for planning teams by integrating data from multiple sources into a single platform,” said Abdulla Al Aghbari, acting EVP of Power and Water Planning at DEWA.

“It accelerates and improves design processes and supports more efficient planning decisions. This innovation reflects the division’s commitment to adopting smart solutions that enhance the resilience of the electricity grid and support Dubai’s future growth requirements,” he said.

DEWA said the development highlights its focus on organisational innovation and employee-led digital solutions, as it works to build a smart, reliable and sustainable electricity distribution network aligned with Dubai’s long-term development goals.

Read: DEWA invests Dhs216m to boost efficiency of Dubai water infrastructure