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US probes crypto platforms over suspected Iran sanctions evasion

Crypto activity rose sharply during bouts of social and geopolitical instability last year including during the recent protests, until the Iranian government blocked the internet on January 8

Reuters
Reuters

03 February, 2026

US probes crypto platforms over suspected Iran sanctions evasion
Image: Getty Images

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US investigators are examining whether specific crypto platforms have facilitated sanctions evasion by Iranian officials, a blockchain researcher told Reuters, as cryptocurrency activity booms in the Islamic Republic.

Iran’s crypto transaction volumes hit an estimated $8-10bn last year as both state-linked groups and retail investors have turned to digital currencies, according to estimates from TRM Labs and Chainalysis.

The US Treasury is now looking at whether crypto platforms have enabled state-linked players to evade sanctions when seeking to move money abroad, access hard currency or procure goods, said Ari Redbord, global head of policy at US-based blockchain analysis company TRM Labs, who said he had direct knowledge of the Treasury’s concerns.

A Treasury spokesperson referred Reuters to a September statement announcing measures the department was taking against “shadow banking” networks supporting Iran, including those it said used crypto to skirt sanctions.

Redbord did not identify any cryptocurrency platforms being probed or where they were based.

TRM Labs estimates there was around $10bn of crypto activity in Iran last year, against $11.4bn in 2024. Chainalysis, another US-based blockchain analysis company, said Iranian wallets received a record $7.8bn in 2025, up from $7.4bn in 2024 and $3.17bn in 2023.

Iran’s mission at the United Nations did not respond to emailed requests for comment for this article.

Cryptocurrencies remain a small part of the global financial system, but their use is expected to grow in emerging markets with weak currencies, the International Monetary Fund has said. Iran has been effectively severed from the dollar-based system and has seen a rapid devaluation of its rial currency. Oil revenues remain by far its largest source of foreign currency, hitting $53bn in 2023, according to the latest estimates from the US government’s Energy Information Administration.

“The harder one squeezes the Iranian economy, the more one better be ready to deal with the consequences, one of which is the expanding use of crypto,” said Tom Keatinge, director of the Centre for Finance and Security at UK think-tank the Royal United Services Institute.

Iran has also faced a series of crises over the past year, including the 12-day war with Israel as well as American strikes on its nuclear facilities. A recent wave of anti-government protests and the Tehran government’s deadly crackdown have prompted threats of further military action from US President Donald Trump as well as fresh scrutiny of Iranian finances.

Washington imposed new sanctions on Iran last month, including on 18 people it accused of being part of shadow-banking networks of sanctioned Iranian financial institutions.

Iran’s revolutionary guards

Crypto wallet addresses are pseudonymous – recorded on the blockchain as a string of letters and numbers – making it difficult to establish who is behind transactions or their locations. Researchers estimate crypto activity using data sources including web traffic and wallet addresses identified by countries including the US and Israel as linked to sanctioned entities.

Gaining a complete picture of Iran’s crypto usage is near-impossible, the researchers said. Indeed, estimates of the split between state-linked and retail volumes vary significantly.

Chainalysis estimates that 50 per cent of Iran’s volumes last year were linked to the Islamic Revolutionary Guard Corps (IRGC), a powerful political, military and economic force with close ties to Supreme Leader Ayatollah Ali Khamenei.

By contrast, TRM Labs estimates that 95 per cent of Iran-linked flows come from retail investors. Still, the company says it has identified more than 5,000 addresses it labels as IRGC-linked and estimates the Guards have moved $3bn worth of crypto since 2023.

British blockchain research company Elliptic said last month that the Central Bank of Iran, which like the IRGC is subject to international economic sanctions, had acquired at least $507m worth of the stablecoin USDT in 2025, in what Elliptic called a “sophisticated strategy to bypass the global banking system.”

Iran’s UN mission didn’t respond to questions on the IRGC’s or the central bank’s alleged use of crypto. Reuters couldn’t independently verify the findings of Elliptic and other blockchain researchers.

Tether, which issues USDT, said it maintained a “zero-tolerance policy toward the criminal use of our tokens”, and that it worked closely with law enforcement agencies to identify and freeze assets linked to illegal activity.

Andrew Fierman, Chainalysis’ head of national security intelligence, said that when a crypto wallet is publicly identified or sanctioned, owners can easily create new ones to use instead, complicating the task of US authorities.

RUSI’s Keatinge said the scale of the challenge facing US authorities was enormous.

“It requires significant resources to do the kind of blockchain tracing and so on, to issue the sanctions,” he added. “It’s the ultimate high-speed whack-a-mole game.”

15 million crypto users in Iran

Ordinary Iranians, meanwhile, may be buying crypto because of the rapid rial devaluation, the researchers told Reuters. Crypto activity rose sharply during bouts of social and geopolitical instability last year including during the recent protests, until the government blocked the internet on January 8, the analysts added, citing activity on Iranian exchanges.

Nobitex, the largest of Iran’s crypto exchanges, told Reuters that about 15 million people in Iran had some exposure or used crypto assets, based on industry estimates. It said it had 11 million customers, with the majority of activity from retail and smaller investors. “For many users, crypto primarily functions as a store of value in response to the continued depreciation of the local currency, Nobitex said in an email.

Iranians can move money off local exchanges to wallets and platforms located elsewhere, blockchain researchers and finance experts say.

Singapore-based blockchain researchers Nansen said some Iranians had pulled funds from Nobitex in 2025, with balances of major cryptocurrencies having declined sharply from a mid-year peak. Nobitex was hit by an anti-Iranian hacking group in June last year.

Nansen said it had identified hundreds of thousands of dollars worth of crypto which were transferred from Nobitex to international cryptocurrency exchanges.

“These funds did not simply leave crypto. Instead, they increasingly moved to international exchanges,” said analyst Nicolai Sondergaard. “Overall, the data suggests crypto in Iran acted as a slow, structural exit route throughout 2025.”

Nobitex said some customers may use crypto to transfer funds internationally, but it did not track the destination or purpose of such transactions. The exchange said it safeguards user assets by robust monitoring of activity, including checks to identify potentially suspicious transactions. It said it was understandable that some users may have had concerns regarding asset safety following the June hack.

“In many cases, users transfer assets to self-custodied wallets (not other international exchanges) as a precautionary measure, allowing them time to assess the situation and determine whether to redeposit funds at a later time,” Nobitex added.

Read: Oil slumps nearly 5% as Trump signals Iran de-escalation

Turner & Townsend to oversee delivery of RAK Central in Ras Al Khaimah

The development aligns with Ras Al Khaimah’s Vision 2030, which aims to attract more than three million visitors annually and position the emirate as a regional leader in sustainable tourism

Gulf Business
Gulf Business

03 February, 2026

Turner & Townsend to oversee delivery of RAK Central in Ras Al Khaimah
RAK Central in Ras Al Khaimah rendering/Image: Supplied

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Turner & Townsend, the global professional services firm, has been appointed by RAK Central to deliver project management services for a 3.1 million sq ft mixed-use development in Ras Al Khaimah.

Designed as a large-scale work-live-play destination, RAK Central will feature commercial offices, including master developer Marjan’s new headquarters, alongside retail, entertainment and food and beverage offerings. The development will also include three business hotels with more than 1,000 keys, approximately 4,000 residential apartments, and extensive public realm areas spread across five interconnected buildings. The project is scheduled to open in 2027.

The development aligns with Ras Al Khaimah’s Vision 2030, which aims to attract more than three million visitors annually and position the emirate as a regional leader in sustainable tourism. RAK Central is targeting LEED Gold certification, supported by the use of local supply chains, advanced green building strategies and sustainability measures including energy-efficient systems, smart water management and environmentally responsible landscaping throughout both design and construction.

Advanced digital technologies will play a central role in the project’s delivery, with artificial intelligence, BIM modelling and BIM-enabled construction techniques embedded across the full design and construction lifecycle to support efficiency and precision.

Michael McDaid, project director, Turner & Townsend in the United Arab Emirates, said: “We will provide project management services for the construction delivery of RAK Central, covering five towers with podiums and below ground parking, extending our existing portfolio in RAK mirroring our commitment to the Northern Emirate.

“Upon completion, RAK Central will become a destination of choice for both world-renowned companies and the local community to thrive. We look forward to playing our part to make this vision a reality.”

Tomatoes meet tech: How NRTC is using AI to slash food waste in UAE

NRTC is leveraging its growing local-farm network, which includes recent acquisitions like Ripe Organic, Mahsool, and other production initiatives

Nida Sohail
Nida Sohail

03 February, 2026

Tomatoes meet tech: How NRTC is using AI to slash food waste in UAE
Image credit: Getty Images

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NRTC Group, one of the UAE’s leading fresh-produce conglomerates, is pioneering a new era in food supply chain efficiency and sustainability with the launch of Mazraati, a first-of-its-kind farm-to-fork digital platform.

Unveiled at Gulfood Green 2026, Mazraati is designed to improve traceability, quality control, logistics coordination, and transparency across the nation’s agri-food supply chain.

The platform, digitally powered by Etheral IT Solutions LLC, represents a strategic shift in NRTC’s operations and underscores its commitment to supporting national food-security objectives. By integrating farmers, pack houses, logistics providers, warehouses, and buyers into a single digital ecosystem, Mazraati addresses the long-standing inefficiencies that have historically caused quality losses and food wastage at multiple stages of the supply chain.

Read more-Khuloud Hassan Al Nowais on how the UAE’s turned food security into a national mission

“For decades, the farm-to-fork model in the region has been constrained by fragmented systems and limited traceability,” said Mohammed Alrifai, group CEO of NRTC. “Mazraati directly addresses these gaps by digitising the entire journey of produce, starting at the farm and extending through logistics, quality control, and delivery.”

Image credit: Supplied

AI-driven quality and data-backed decisions

Mazraati’s technology stack combines AI, QR-based verification, and real-time logistics tracking to create an unprecedented level of visibility. Vehicle routing, crate movement, temperature monitoring, and packhouse receiving are fully automated, while AI-supported quality grading is applied at inspection points.

Transit losses are digitally recorded, and stakeholders, from farmers to buyers, gain instant access to actionable data. Farmers can track quantities supplied, quality grades, and QC outcomes, while logistics partners benefit from route optimization and crate-level traceability. Buyers gain early visibility into stock quality and quantity, enabling better demand planning and pricing decisions.

“This is not simply a technology rollout. It represents a structural shift in how food moves from farm to fork in the UAE,” added Alrifai. “Mazraati strengthens resilience, reduces waste, and delivers long-term value across the agri-food ecosystem.”

Bhaskaran Srinivasan, co-founder and CEO at Etheral IT Solutions, described Mazraati as “a living digital backbone for the agri-food supply chain,” highlighting its AI-driven quality verification, real-time logistics intelligence, and end-to-end data capture that eliminates blind spots in traditional systems.

Scaling local farming and reducing waste

NRTC is leveraging its growing local-farm network, which includes recent acquisitions like Ripe Organic, Mahsool, and other UAE-based production initiatives, to onboard more than 260 farmers by 2027. This expansion aligns with a broader strategy of increasing locally grown produce from 20,000 tons delivered this year to over 100,000 tons within the next three years.

“Our focus is on local production, particularly vegetables like lettuce, cucumber, and tomatoes, while diversifying into sweet melon, papaya, and other crops,” Alrifai said. “Unlike in the past, where farmers grew based on experience, we now guide them using actual market demand and consumer preferences.”

A strong on-the-ground team ensures the harvest-to-warehouse process adheres to stringent SOPs, maintaining freshness and quality. Advanced infrastructure, digital monitoring, and AI-driven tools support this seamless operation.

Traceability at the consumer level

Mazraati’s digital model extends all the way to consumers. Each product carries a QR code, enabling buyers to trace produce back to the exact farm of origin. Farmers gain insights into ESG-related metrics, including pesticide usage, water consumption, and labor inputs, creating a fully transparent and sustainable system.

Products that do not meet retail appearance standards but remain high quality are redirected to processing facilities for juices, smoothies, sauces, and other value-added products. This approach prevents waste while maximizing the utilization of every harvested item.

“Consumers naturally prefer visually perfect products, but we ensure imperfect-looking yet high-quality produce is fully utilised,” Alrifai explained. “This creates a complete food ecosystem where farming, retail, processing, and sustainability work together.”

NRTC’s CSR push: Educating the next generation

Beyond technology, NRTC is addressing household-level food waste through education. Partnering with Nemma, the group runs programs in schools to teach students how to reduce food loss. In line with this effort, NRTC has launched the NRTC Interschool Innovation Challenge (NIIC), a UAE-wide initiative encouraging students to develop practical solutions to reduce household food waste.

The first edition, set to kick off in September 2026, aligns with the UAE’s National Food Loss & Waste Reduction targets for 2030. NIIC empowers youth to promote a culture of Reduce, Reuse, and Recycle, reinforcing NRTC’s position as a thought leader in youth engagement and ESG impact.

“NIIC is a permanent, NRTC-owned platform,” Alrifai said. “It reinforces our evolution from a leading fresh-produce company into a driver of awareness, education, and behavioral change.”

Strategic partnerships: The Mahsool collaboration

At Gulfood Green 2026, NRTC signed a Memorandum of Understanding (MoU) with Mahsool, the UAE’s flagship local farming initiative endorsed by His Highness Sheikh Mohamed bin Zayed Al Nahyan. The collaboration aims to advance domestic food production and strengthen national food security.

Under the partnership, NRTC’s commercial arm will drive market access, distribution, and execution, while Mahsool-supported farms focus on high-tech, sustainable crop production.

Currently, 100 farms are operational, producing 22 crop varieties including cherry tomatoes, capsicum, eggplant, and chili peppers using non-chemical, climate-controlled methods. Expansion plans target 200 farms by 2027 and a five-year roadmap for 400 farms, including mushroom production.

At the heart of this ecosystem is a state-of-the-art pack house with a 300-tonne daily handling capacity, ensuring efficient grading and distribution of fresh produce to domestic markets. Production forecasts estimate 20,000 tonnes of locally grown produce in 2026, significantly reducing reliance on imports while maintaining consistent quality.

“This MoU reflects our long-term commitment to building a resilient, future-ready agri-food ecosystem for the UAE,” Alrifai said. “By linking advanced local farming with strong market access, we translate national food security ambitions into scalable, commercially viable outcomes.”

A 360-degree food ecosystem

NRTC’s strategy represents a 360-degree approach to the UAE’s agri-food supply chain. By combining digital traceability, AI-powered quality control, local production, and educational initiatives, the group is creating a fully integrated food ecosystem.

  • Farmers gain market visibility, operational support, and fair compensation.
  • Logistics providers enjoy automated planning, monitoring, and loss prevention.
  • Buyers benefit from predictable quality, stock insights, and efficient procurement.
  • Consumers gain traceability, transparency, and access to high-quality produce.
  • The environment benefits from reduced food waste and sustainable sourcing practices.

The group is also expanding into organic produce and niche categories, further strengthening its ecosystem and reinforcing its sustainability credentials.

“This is more than growth or technology; it’s a paradigm shift in how fresh food moves from farm to fork in the UAE,” Alrifai concluded. “With Mazraati, Mahsool, and NIIC, we are setting a new benchmark for efficiency, transparency, and sustainability across the agri-food value chain.”

GCC consumers demand clear value as loyalty programmes evolve, Dragonpass finds

Dragonpass, a global provider of travel and lifestyle loyalty solutions, has released the GCC findings from its Loyalty Index, part of a wider global benchmark study examining how consumers perceive, engage with and extract value from loyalty programmes worldwide. Unlike traditional assessments focused on points accumulation or programme enrolment, the Loyalty Index offers a deeper […]

Gulf Business
Gulf Business

03 February, 2026

GCC consumers demand clear value as loyalty programmes evolve, Dragonpass finds

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Dragonpass, a global provider of travel and lifestyle loyalty solutions, has released the GCC findings from its Loyalty Index, part of a wider global benchmark study examining how consumers perceive, engage with and extract value from loyalty programmes worldwide.

Unlike traditional assessments focused on points accumulation or programme enrolment, the Loyalty Index offers a deeper analysis of the behaviours, expectations and motivations shaping consumer loyalty today. The GCC results shed light on how loyalty dynamics are evolving across the region and outline what brands need to do to stay relevant in an increasingly competitive landscape.

At a time when loyalty programmes are widely available but genuine loyalty is harder to secure, the index provides fresh insight into the factors that drive long-term engagement, as well as the triggers that cause loyalty to weaken or break.

Three loyalty drivers shaping the GCC

A key finding from the GCC Loyalty Index is the emergence of three dominant “loyalty languages” influencing consumer behaviour across the region. Transactional rewards account for 34 per cent, reflecting a strong preference for clear and tangible benefits in exchange for loyalty. Trust follows at 24 per cent, highlighting the importance of consistency, reliability and respect in strengthening brand relationships. Recognition, at 14 per cent, underscores the value consumers place on brands that treat them as individuals and demonstrate an understanding of their needs.

Together, these drivers form a framework for brands looking to build stronger and more resilient customer relationships in the GCC.

The findings show that loyalty in the GCC is largely rational and value-driven. More than eight in ten consumers (82 per cent) say perks play an important role in their decision to engage with a loyalty programme, reinforcing the importance of simple, tangible and easy-to-redeem benefits over abstract brand messaging.

Clarity and trust also play a critical role. Around 77 per cent of respondents say understanding a brand’s identity and personality is important before committing their loyalty, pointing to the need for transparency, consistent communication and clear positioning alongside rewards.

While travel remains a cornerstone of loyalty in the GCC, the index highlights a clear shift toward everyday lifestyle benefits. Dining has emerged as the most frequently redeemed perk, with about half of respondents using dining-related offers in the past year.

Hotel benefits and airport lounge access continue to be widely used, with close to four in ten consumers engaging with each. At the same time, wellness-related perks such as spa and fitness offers are gaining traction, with more than a quarter of respondents now redeeming these benefits.

The study reveals notable differences in loyalty behaviour across age groups. Consumers aged 18 to 24 are the most likely to switch brands, the least aware of available perks and the most frustrated with loyalty programmes, indicating a disconnect between existing offerings and younger consumers’ expectations.

Those aged 35 to 44 represent a loyalty “sweet spot”, showing higher engagement and awareness, but also increasing demands for stronger value. Consumers aged 45 and above tend to be more habitually loyal, although they remain open to switching when presented with more relevant or compelling benefits.

These contrasts underline the growing need for personalised loyalty strategies, as uniform programmes struggle to address increasingly diverse consumer expectations.

A new regional benchmark

Andrew Harrison-Chinn, chief marketing officer, Dragonpass
Andrew Harrison-Chinn, chief marketing officer, Dragonpass

“The GCC Loyalty Index was created to answer a fundamental question: what does loyalty really mean to consumers today?” said Andrew Harrison-Chinn, chief marketing officer, Dragonpass. “Our findings show that loyalty in the GCC is sophisticated, pragmatic and constantly evolving. Consumers are clear about what they value, and they are willing to engage – but only when the value exchange is fair. With the Loyalty Index, we aim to give brands a new benchmark to measure, rethink and strengthen loyalty strategies across the region.”

The GCC Loyalty Index will serve as an ongoing benchmark, with future editions tracking how loyalty expectations change as consumer behaviour, technology adoption and lifestyles continue to evolve.

Read: Dubai shoppers can now turn loyalty points into property investments

Mubadala, Aldar complete $2.7bn retail JV in Abu Dhabi

Yas Mall and The Galleria Luxury Collection, with a total gross leasable area of 260,000 sqm, are the first assets contributed to the new platform

Neesha Salian
Neesha Salian

03 February, 2026

Mubadala, Aldar complete $2.7bn retail JV in Abu Dhabi
Image: Supplied

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Aldar and Mubadala Investment Company have completed a joint venture (JV) to create a retail platform with a gross asset value of approximately Dhs10bn ($2.7 bn), the companies said in a statement.

The platform will be managed by Aldar and includes Yas Mall, contributed by Aldar, and The Galleria Luxury Collection, contributed by Mubadala.

The two assets have a combined gross leasable area of 260,000 square metres.

Occupancy at Yas Mall stands at 99 per cent, while The Galleria Luxury Collection is 92 per cent occupied, the companies said.

The joint venture aligns with the recently announced expansion of Al Maryah Island, valued at more than Dhs60bn, which includes additional commercial, residential, retail and hospitality developments.

Retail JV to ‘set a new standard for how luxury retail is curated’

Talal Al Dhiyebi, group chief executive officer of Aldar, said: “This milestone marks the foundation of Abu Dhabi’s future luxury retail ecosystem, which will be underpinned by the creation of elevated and signature customer experiences. Together with Mubadala, we are connecting Abu Dhabi’s flagship retail destinations under Aldar’s management and creating a retail champion that will not only elevate the Emirate’s global appeal but also set a new standard for how luxury retail is curated, experienced, and scaled.”

Mubadala focused on building national champions

Dr Bakheet Al Katheeri, chief executive officer of UAE Investments Platform at Mubadala, said: “This retail joint venture marks a significant milestone in our strategic partnership with Aldar and reinforces Mubadala’s commitment to cultivating competitive, future-ready destinations. It also represents the latest expression of Mubadala’s long-standing mandate to build national champions across critical industries since our inception.”

Dr Al Katheeri added, “This partnership is poised to unlock the full potential of Al Maryah Island, driven by the district’s proven success and the growing demand from global businesses and residents to be part of Abu Dhabi’s leading business and lifestyle destination.”

Under Aldar’s management, the platform is expected to generate operational and revenue synergies. Aldar’s Darna digital loyalty programme has been rolled out at The Galleria Luxury Collection and The Galleria Al Maryah Island.

The transaction expands Aldar and Mubadala’s existing collaboration across multiple real estate sectors, the companies said.

Read: Where Abu Dhabi’s key assets land after the L’IMAD–ADQ restructure

Saudisation rules: Localisation ratios, minimum wage thresholds defined

The measures form part of a sustained policy effort to increase Saudi participation in private sector employment and strengthen labor market stability

Nida Sohail
Nida Sohail

03 February, 2026

Saudisation rules: Localisation ratios, minimum wage thresholds defined
Image credit: Getty Images

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Saudi Arabia has accelerated its workforce localisation agenda with a series of increasingly broad and sector-specific Saudisation decisions, culminating in early 2026 with new mandates covering marketing and sales professions.

Led by the Ministry of Human Resources and Social Development (HRSD), the measures form part of a sustained policy effort to increase Saudi participation in private sector employment, raise job quality, and strengthen labor market stability.

Read more-Saudisation rules: These job roles are set for a major shift

Over the past two years, the government has introduced phased Saudisation requirements across healthcare, engineering, procurement, tourism, aviation, accounting, pharmacy, and technical professions. The approach combines mandatory localisation ratios, minimum wage thresholds, professional accreditation requirements, and strict compliance frameworks, signaling a structural shift in private sector workforce composition under Vision 2030.

Sales and marketing added to Saudisation framework in 2026

The latest expansion of the Saudisation program came on January 19, 2026, when HRSD announced two new decisions targeting marketing and sales professions in the private sector, a Saudi Press Agency report said.

Under the first decision, Saudisation rates for marketing professions were raised to 60 per cent for establishments employing three or more workers. The decision applies to a broad range of roles, including marketing and advertising managers, specialists, designers, public relations professionals, and photographers. The second decision set an identical 60 per cent Saudisation requirement for sales professions, covering sales managers, retail and wholesale sales representatives, IT and communications equipment sales specialists, and commercial specialists.

Both decisions are scheduled to be implemented three months after the announcement. According to the ministry, the measures aim to enhance the attractiveness of the labor market, create quality job opportunities, and promote long-term job stability for qualified Saudi nationals.

Engineering and procurement localisation intensifies

Earlier in January 2026, HRSD introduced additional localisation requirements targeting engineering and procurement professions, further reinforcing Saudisation across technical and operational roles.

Announced on January 4, 2026, the first decision raised Saudisation in engineering professions to 30 per cent and increased the minimum monthly wage to SAR8,000. The measure applies to private and non-profit sector establishments employing five or more workers across 46 engineering roles, including architect, power generation engineer, and industrial engineer. Professional accreditation from the Saudi Council of Engineers is required, with implementation beginning six months after issuance.

The second decision raised Saudisation in procurement professions to 70 per cent, effective November 30, 2025. It applies to private sector establishments with three or more employees across 12 roles, including procurement manager, contracts manager, and warehouse keeper. A six-month preparation period was provided before enforcement.

HRSD stated that these measures aim to expand job opportunities, improve the work environment, and increase Saudi participation in vital economic sectors.

Tourism sector faces new localisation obligations

In October 2025, the Saudisation drive extended beyond profession-based quotas to operational compliance requirements in the tourism sector.

On October 15, 2025, Minister of Tourism Ahmed Al Khateeb approved new policies governing worker registration and job localization in licensed tourism facilities across the Kingdom. The regulations require establishments to register all employees within HRSD systems before commencing work and to document all contractual, seconded, or seasonal employment through the Ajeer platform or other approved systems.

Facilities operating multiple licensed branches must register employees under the specific facility file linked to each tourism license. Notably, all tourism hospitality facilities are required to have a Saudi receptionist present during working hours. The regulations also prohibit outsourcing positions subject to Saudisation decisions to entities or workers outside the Kingdom.

Authorities emphasised that compliance would be closely monitored, with penalties imposed in coordination with relevant government agencies.

Second phase of healthcare Saudisation implemented nationwide

Two days later, on October 17, 2025, HRSD and the Ministry of Health implemented the second phase of Saudisation for four healthcare professions in the private sector.

The decision raised Saudisation targets to 80 per cent for therapeutic nutrition and physiotherapy, 70 per cent for medical laboratories, and 65 per cent for radiology. Minimum monthly wages were set at SAR7,000 for specialists and SAR5,000 for technicians.

The measure followed the initial phase launched earlier in the year and was framed as part of efforts to enhance national competencies, expand job opportunities, and support the Health Sector Transformation Program. Procedural guidelines were published to clarify compliance requirements.

Initial healthcare rollout began in April 2025

The healthcare localisation initiative began on April 17, 2025, when HRSD and the Ministry of Health announced the first phase of increased Saudisation across the same four professions.

This initial phase targeted major cities, including Riyadh, Makkah, Madinah, Jeddah, Dammam, and Al Khobar, as well as large and mega-sized companies in other regions. Saudisation rates were set at 65 per cent for radiology, 80 per cent for clinical nutrition and physiotherapy, and 70 per cent for medical laboratory professions.

The ministries confirmed at the time that a second phase covering remaining establishments would begin on October 17, 2025.

Pharmacy, dentistry, and engineering Saudisation takes effect

On July 27, 2025, HRSD implemented additional Saudisation decisions in partnership with the Ministry of Health and the Ministry of Municipalities and Housing, targeting pharmacy, dentistry, and technical engineering professions.

Pharmacy professions were assigned Saudisation targets of 35 per cent in community pharmacies and medical complexes, 65 per cent in hospital pharmacy activities, and 55 per cent in other pharmacy-related roles, applying to establishments with five or more employees. A minimum salary of SAR7,000 was required for inclusion.

Dentistry professions were set at a 45 per cent Saudisation rate in the first phase, with a minimum salary threshold of SAR9,000. Technical engineering roles were assigned a 30 per cent Saudisation requirement for establishments with five or more employees, with a minimum salary of SAR5,000.

Broader localisation framework covering 269 professions

These decisions followed a broader announcement made on January 26, 2025, when HRSD issued localisation measures covering 269 professions across multiple sectors.

The framework included phased Saudisation for pharmacy, dentistry, accounting, and technical engineering roles. Accounting professions were scheduled to begin localization on October 22, 2025, starting at a 40 per cent Saudisation rate and increasing gradually to 70% over five years. HRSD stated that the measures were designed to expand employment opportunities across all regions of the Kingdom and support Vision 2030 objectives.

Aviation Saudisation set the early template

The localisation drive gained early momentum in March 2024 with the implementation of the second phase of Saudisation for licensed aviation professions.

Effective March 4, 2024, the decision targeted private sector establishments employing five or more workers in aviation roles, setting Saudisation rates of 60 per cent for flight attendants and 70 per cent for fixed-wing pilots. Professional accreditation from the General Authority of Civil Aviation was required, and procedural guides were issued to support implementation.

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