If you’ve spent the past week checking your phone more than usual, felt your stomach drop at a notification, or found yourself anxious about friends and colleagues living in the UAE and elsewhere in the region, you are not alone. Or maybe you’ve been trying to explain something to your children that you don’t fully have words for yourself. For residents across the UAE, moving through life while watching the regional crisis unfold has not been easy. The UAE has done a great job of keeping its residents safe, and life is continuing, but uncertainty still takes a toll. Here, four health professionals share practical advice for getting through it.

Recognising stress

Stress during uncertain times often shows up physically before we recognise it for what it is.

Dr Ash Shishodia, psychiatrist at Thrive Wellbeing Centre, puts it in a way many people will recognise. “Hypervigilance can masquerade as competence,” he says. “For many of us, it may have started as protection. At some point, being alert kept us safe — emotionally, professionally and socially. We learned to anticipate shifts in tone, mood and risk. We became good at scanning for what could go wrong. The problem is that the body doesn’t know when the danger has passed.” His advice: “Managing anxiety isn’t about eliminating it. It’s about noticing when your mind is trying to protect you from something that isn’t actually happening. It’s about gently questioning the story: is this real, or is this old wiring?”

Dr Jane Halsall, chartered counselling psychologist at The Cornerstone Clinic, explains what that looks like in the body. “When people perceive threat or uncertainty, it can trigger the body’s fight-or-flight response, releasing stress hormones such as cortisol and adrenaline. As a result, many people experience hypervigilance, they might jump at the slightest noise, have disrupted sleep, irritability, or a strong urge to repeatedly check news updates. While these reactions are normal, they can become psychologically draining if sustained.”

So, how do you tackle this? Both recommend moving your body, regulating your breath, keeping a routine and setting limits on how much news you consume.

Asra Sarwar, clinical psychologist at Aster Clinic across Discovery Gardens, JLT and Bur Dubai, is straightforward. “During uncertain times, staying calm does not mean ignoring reality, it means responding thoughtfully rather than reacting emotionally. Decide in advance when you will check updates and avoid repeated scrolling, especially before bed. Creating news-free periods at home, such as during meals, helps protect emotional balance.”

The expat experience

Handling stress is hard for everyone right now. But when your family is far away and the news is close, it impacts you in a different way.

“For expats, uncertainty can feel particularly complex. Living abroad often means being physically distant from extended family, familiar institutions that would normally provide psychological grounding. During regional tension, this distance can trigger heightened concerns about safety, belonging and support networks,” says Dr Halsall. She also flags something worth remembering: “Remember, family members may project their own anxiety at these times, so be mindful of boundaries and regularly checking in to reassure them you are ok.”

Dr Ryan Copeland, regional medical director, Middle East at International SOS, keeps it practical. “Expatriates should focus on establishing a clear family readiness plan, keeping essential documents organised, maintaining lines of communication with relatives overseas, and ensuring awareness of employer support services. Community connection, whether through cultural groups, neighbours, or social networks, greatly reduces isolation, a major risk factor during periods of stress.”

Talking to your children

Most parents are wrestling with the same question: ‘What do I say, and how much?’ The consensus among the experts is the same: do not hide it, but do frame it.

“When speaking with children, start by asking what they have already heard. Offer simple, factual explanations appropriate to their age. Younger children need reassurance through routine and presence. Older children and teenagers benefit from open dialogue but should be guided away from excessive exposure to distressing content. Watch for ongoing sleep disruption, withdrawal, physical complaints, or significant behavioural changes,” says Sarwar.

“Children absorb far more than they can articulate,” Dr Copeland adds. “They notice behavioural shifts, tones of voice, and the emotional climate of the household. In times of regional tension, the goal is not to hide information but to frame it appropriately. Parents should also be mindful that children mirror adult coping mechanisms; calm, measured behaviour has a stabilising effect.”

Dr Halsall adds a dimension particularly relevant to parents of teenagers navigating social media. “Children and adolescents are highly sensitive to the emotional climate around them. Even if they do not fully understand the political situation, they often absorb the anxiety of adults and the tone of conversations they hear. Encourage children to share what they know and to express questions or worries openly — this allows parents to provide reassurance and prevent fears from escalating internally. Maintaining routine as much as you can within the context of home schooling is particularly important. Online school, family meals and bedtime rituals all signal stability to a child’s nervous system.”

When you are holding it together for everyone

Leaders and working parents are being asked to stay steady at work and at home at the same time. That is a lot to carry.

Dr Shishodia puts it plainly. “At work, you’re expected to provide clarity. Your team looks to you for confidence, especially when markets are unstable or strategy feels fluid. You are the tone-setter. At home, you are emotional infrastructure. Family members don’t necessarily need solutions, they need steadiness. Presence. Reassurance. Balance becomes a myth. Trade-offs become daily.”

On what actually helps, he is equally direct: “Leadership today isn’t about invulnerability. It’s about regulated presence. And sometimes, strength is simply continuing to show up, thoughtfully, consistently, even when you don’t have every answer.”

Leaders who communicate calmly, transparently and consistently help reduce anxiety within their teams, adds Dr Halsall. “At the same time, it is important that leaders acknowledge their own need for psychological boundaries. Taking time away from constant news updates, maintaining routines with family, and prioritising sleep and recovery are not signs of disengagement, they are essential for sustaining clear thinking and responsible leadership.”

Why routine matters

When everything around you feels uncertain, the small things you can control matter more than you might think. The experts come back to the same point: structure is not just a coping mechanism, it is also what keeps families steady.

“Families benefit greatly from structure. Keeping regular sleep schedules, shared meals, school hours, and daily responsibilities intact creates psychological stability. Predictability reassures the brain that life is still functioning. Building resilience involves shifting attention toward what is within our control. Practical preparedness, reviewing emergency contacts, discussing contingency plans calmly and clarifying family roles, increases confidence without creating panic. Once discussed, avoid repeatedly revisiting worst-case scenarios,” says Sarwar.

She also flags two groups that are easy to overlook. For elderly family members: “Elderly family members may require additional reassurance and reduced exposure to alarming headlines. Involving them in daily decisions and activities preserves a sense of agency.” And for working adults juggling long hours and news cycles: “Working adults should establish clear psychological boundaries, defined work hours, short restorative breaks, and a digital cut-off time in the evening to protect sleep,” she adds.

Ask for help if you need it

The UAE has handled this moment with steadiness and life here is continuing. But stability around you does not automatically mean calm inside you, and that is nothing to be ashamed of.

“Above all, shared connection strengthens resilience. Eating together, light physical activity, prayer, or even simple conversations foster steadiness and emotional security within the home,” says Sarwar.

You are allowed to be unsettled. You are allowed to not have the answers. And you are allowed to ask for help.

UAE resources: Where to find support

Professional support is more accessible than many people realise. Here are two free options:

Abu Dhabi: 800-SAKINA (800-725-462)
The Department of Health Abu Dhabi’s mental health helpline is available in Arabic and English for anyone dealing with stress, anxiety or panic. It’s free, 24/7 and confidential.

UAE-wide: myAster app
Aster DM Healthcare is offering free online mental wellbeing consultations with licensed psychologists, bookable from home through the myAster app during this period.

*Editor’s note. The headline of this note has been updated to reflect that these statements were made by the Iranian president, Masoud Pezeshkian. Iranian officials have also since backtracked on the president’s remarks with attacks on Gulf countries continuing into the weekend.

The first week of March 2026 will go down as one of the most dramatic periods in the Gulf region’s modern history.

What began with the killing of Iran’s Supreme Leader, Ayatollah Ali Khamenei, by US and Israeli forces at 08:10 Iranian time on Saturday, 28 February, quickly escalated into a regional crisis.

Within hours, Iran began launching hundreds of missiles and drones toward several GCC countries.

Over the course of the past week, residents across the Gulf have witnessed events that few imagined experiencing firsthand.

The sound of explosions in the sky initially sparked understandable concern. Yet authorities from the UAE to Qatar moved quickly to reassure the public, explaining that these interceptions reflected the effectiveness of the region’s defence systems working to protect citizens and residents.

At the same time, something else became visible: the human response. From frontline workers to neighbours checking in on each other, the solidarity among citizens and expatriates alike demonstrated that cities like Dubai are not just global hubs of commerce, but communities with a real sense of shared resilience.

Throughout the crisis, calm leadership has prevailed. GCC leaders have consistently emphasised restraint while keeping the door open for diplomacy.

Now a potentially important moment has arrived.

Iran’s president, Masoud Pezeshkian, announced that the country’s temporary leadership council has approved the suspension of attacks against neighbouring countries, unless Iran itself comes under attack from them.

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Read more: Iran says it will suspend strikes on GCC neighbours

Naturally, many observers will remain cautious before concluding that the escalation has fully subsided. The situation remains fluid and developments could change quickly. Already, reports indicate that Qatar was still being subjected to attacks, despite this announcement.

But for now, it marks a moment in what has been an extraordinary week.

• Gareth van Zyl is Group Editor of Gulf Business

Iran’s President Masoud Pezeshkian said on Saturday that its temporary leadership council had approved the suspension of attacks against neighboring countries unless an attack on Iran came from those countries.

The announcement came as Iran continued to launch attacks in the region in response to US-Israeli strikes on the Islamic Republic.

Reuters has reported further developments:

Israel and Iran traded attacks on Saturday as the war entered its second week, while Tehran issued an apology to neighbouring states for its “actions”, in an apparent bid to ease regional anger at Iranian strikes on Gulf Arab civilian targets.

The US-Israeli war on Iran has already spilled beyond Iran’s borders, as Tehran has responded by hitting Israel and Gulf Arab states hosting US military installations and Israel has attacked Lebanon’s Iran-backed Hezbollah armed group.

The UAE, Kuwait, Qatar, Bahrain and Saudi Arabia have all reported drone and missile attacks over the past week.

Iranian President Masoud Pezeshkian said Iran’s temporary leadership council had approved suspending attacks on nearby countries – unless an attack on Iran came from those nations.

“I personally apologise to neighbouring countries that were affected by Iran’s actions,” he said.

How far Pezeshkian’s statement reflects a decision to back off by Iran, or why, is not yet clear, with some strikes still reportedly directed at Gulf states on Saturday morning.

Iran had mended fences with its Gulf neighbours in recent years, including with Saudi Arabia.

For the past decade, “smart city” has been one of the most overhyped phrases in technology, and one of the most disappointing. From Toronto to Singapore, top-down projects have crashed against the same wall: cities are not blank slates. They are alive, chaotic, and resistant to master plans.

But there is another way. It starts not with a master plan, but with everyday life, with the routines people repeat without thinking. You build services that slip into those routines, removing friction and adding a little more convenience each time. One service at a time, one problem at a time, each new layer sitting on the foundation of the last. You’re not imposing a smart concept on a city. You’re earning a place inside it, gradually, as people start relying on you.

This is what the Yango Group does. It comes with ride-hailing, something people need right now. From there, it earns trust, listens, and lets the city tell it what to build next. Over time, that collection of services starts to look less like an app and more like a foundation, a layer of digital infrastructure that runs underneath daily life. An operating system for the city.

Daniil Shuleyko, the 37-year-old CEO of Yango Group, thinks about cities from the street up. “You can’t design a city in a boardroom,” he says. “You have to go where people actually live.”

Read the story in GB Leaders, here.

From big stone to big dreams

The first thing you notice about Shuleyko is his presence. No handlers, no carefully managed persona. Walking through Yango Group’s headquarters earlier, I’d passed an open floor buzzing with energy, a young team, Yango’s delivery robots ready to go, and Yasmina smart speaker boxes stacked for distribution. Later, sitting across from me, he mentions he still gives his personal phone number to taxi drivers in the Yango network. “If you don’t talk to them, you don’t understand the city,” he says.

It’s a small thing, but it tells you everything about how he builds.

Shuleyko grew up in a village so small its name translates as “Big Stone.” He studied engineering, and that training still shapes him. “Engineers think in systems,” he explains. “You don’t start with the roof. You start with the foundation, then you layer.” That logic, foundation first, then ecosystem, became Yango’s strategy.

“The most mind-changing moment was the birth of my first daughter,” he says, voice softening. “When you hold your child, you want to give them the whole world. Not just to build a company, to build infrastructure that actually changes how people live.”

Building the foundation of everyday urban life

Yango began as a ride-hailing company. Not because mobility was glamorous, but because it was necessary. “Ride-hailing is always the icebreaker,” Shuleyko explains. “Mobility is something people need daily. It builds a large user base quickly. That becomes the foundation.”

But a ride gives you something else too: data about real movement, not theoretical models. A network of drivers and couriers on the streets. And most importantly, trust. “When a passenger trusts you with their journey, and a driver trusts you with their livelihood, you have something to build on.”
The evolution wasn’t planned in a boardroom; it emerged from listening.

“Passengers kept asking us: Can you add delivery? Can you improve the maps?” Shuleyko recalls with a laugh. “And the drivers asked for the same: can you add the possibility to deliver packages, not only people? We started to deliver their requests one after another.” As those requests accumulated, a pattern became clear. Yango wasn’t simply adding features; it was responding to the same underlying need: better, more connected everyday services.

Layering the operating system

“Over time, we realised we weren’t just launching new products. We were gradually digitising the essential urban services people use every day.”

“Daily is the keyword. We’re not interested in something you use once every five years. But if it’s part of your everyday city life — transport, delivery, navigation — that’s where we can make a real difference.”

Once that foundation is running well, expansion becomes logical rather than accidental. Delivery, commerce, entertainment, loyalty, autonomous delivery — each new service reaches an audience that is already there and already trusts the platform. You’re not starting from zero with every vertical. By the second week after entry, more than half of new users already engage with at least two services — and this share continues to grow, reflecting increasing ecosystem stickiness and deeper cross-service usage over time. That’s what makes the ecosystem model fundamentally different from launching standalone apps.

This is the opposite of the “smart city” approach, which often begins with a grand plan and works down. “That works when you have a blank slate and unlimited resources,” Shuleyko acknowledges. “But most cities aren’t blank slates. They’re alive. They’re messy. An operating system doesn’t try to redesign them — it learns to read them. It grows into their patterns.”

A system that adapts

“We have a slogan,” Shuleyko explains. ‘Go Global, Go Local’. And local is much more important than global.”

This isn’t empty talk. Yango treats each city as its own puzzle, assembling what Shuleyko calls “building blocks” from a shared technological base — maps, routing, dispatch systems, demand forecasting — to address local needs. The technology layer remains consistent across markets, but the way it’s assembled and applied varies from place to place.

The system only works because of the people operating it in each city. Yango builds strong, independent local teams and gives them real power to adapt products, partnerships and strategy. “This distributed structure is more resilient than a centralised one,” Shuleyko says. “When decisions are made close to the ground, the system adapts faster.”

“For us, a market is not a country, it’s a city,” he says. “Côte d’Ivoire as a country wasn’t an obvious priority when we were looking at the map. But Abidjan, the population density, internet penetration, young demographics, and growing economic activity stood out immediately.”

The results across regions bear this out. In Latin America, Yango’s newest major commitment, Colombia, more than doubled across all key metrics in 2025 — growth built city by city, from Bogotá to Medellín. In Central Asia, the company has built what Shuleyko calls “probably our deepest ecosystem anywhere” — multiple services, strong cross-usage, continuous expansion across the region’s urban centres. In Africa, one of the company’s oldest markets, Yango has become a leader in several countries; in Ethiopia, rides grew several-fold year on year.

But the most telling example of how an operating system layers onto daily life might be in the MENA region. Here, the company launched Yango Play, an entertainment service built on top of the mobility foundation. Yasmina, its Arabic-speaking AI assistant, now records an average of 22 interactions per user per day, with peak days reaching 44. That’s not a user opening an app once a week. That’s a service woven into the rhythm of daily life.

Building with the city, not in it

That kind of depth doesn’t happen by accident. It happens when local teams truly understand their city, and when they build with the people who already run it.

For these local teams, the first question when entering a new city is never “how do we replace what exists?” It’s “who’s already here, and how do we work with them?” Yango operates a marketplace connecting local supply — drivers, restaurants, small businesses — with digital demand. “We invest in the digital layer so they don’t
have to,” Shuleyko explains. “A restaurant owner should focus on their food, not on building an app.”

By bringing demand together and coordinating it at the city level, the platform creates scale. A small restaurant gets customers it couldn’t reach. A taxi cooperative gets dispatch tools without inventing software. “They plug in, they grow. And when they grow, we grow with them.”

The Oman story shows how this works. Yango Group partnered with Otaxi, a local taxi player, and ITCHA Group, an investment company focused on developing the country’s tech sector. Together, they expanded the market, introducing new technologies, launching additional services, and building a more integrated model on top of what was already there. “Otaxi knew their drivers, their streets, their regulations,” Shuleyko says. “We brought the digital infrastructure. The combination made both of us stronger.”

In Bogotá, the logic was the same. Yango partnered with Taxis Libres, the city’s largest taxi company. For Yango, it opened access to more than 25,000 traditional drivers through a network they already trusted. For Taxis Libres, this meant integrating dispatch tools and data capabilities into daily operations without building them from scratch.

The human in the machine

“Everyone is talking about AI,” Shuleyko says. “But people don’t care about technology. They care whether a product works better than before. What matters is a good product.”

At Yango Group, AI sits inside the operational core, routing, dispatch, pricing, and demand forecasting. Small improvements compound: a better route means shorter wait times, a more accurate demand model means fewer idle drivers.

“You can’t just add AI somewhere,” he explains. “You have to rethink the process from the beginning.”

In some markets, Yango uses field scouts to recruit drivers. The company began analysing those conversations with AI to understand what worked. The system became a continuous loop: AI analysed, humans tested, successful patterns fed back. “We turned it into a game: who is better, AI or human? If a human improves the algorithm, they get paid. Because that algorithm will work forever.”

Yet for all the automation, Shuleyko insists the company cannot afford to lose sight of the people behind the data. He tells me about a moment several years ago when the company realised it was pushing out driver app changes without fully considering how they would affect people’s earnings.

“We were deploying updates quite unprofessionally,” he admits. “So we hired a chief driver and courier happiness officer to review every driver-facing release.”
“It’s not about numbers on a dashboard,” he says. “It’s about people. A bad update can cost someone half a day’s earnings. Thousands lose money they were counting on. Maybe it’s someone’s daughter’s birthday, and they needed that extra for a present. In those moments, we failed them.”

Building the next generation

As Yango Group expands its digital infrastructure across markets, the company has increasingly focused on the people who make that infrastructure meaningful.

“Technology alone doesn’t create a digital economy,” Shuleyko says. “People do.” Digital systems only matter if people know how to use them — and if some of them know how to build on top of them. Drivers need to feel comfortable with digital tools. Young engineers need pathways into tech. Founders need access to capital and networks. Without that layer, infrastructure remains just infrastructure.

In March 2025, Yango launched Yango Ventures, a $20m fund backing early-stage startups across Sub-Saharan Africa, Latin America, and MENAP. “We don’t need to build everything ourselves,” Shuleyko explains. “If someone understands a local problem better than we do, it makes more sense to support them.”

The investments have already begun: BuuPass, a Kenyan mobility startup; Zanifu, a Kenyan lending platform; Trukkr, a Pakistani logistics fintech. Each represents Yango’s bet on local entrepreneurs solving local problems with global technology.

Alongside the fund, Yango runs education initiatives like the Yango Fellowship, supporting young technical specialists and expanding digital literacy across its markets.

The long view

As our conversation winds down, I ask Shuleyko about 2026 and beyond. “Every year I make the same mistake,” he says. “I overestimate what we can do in one year, and underestimate what we can do in three or four. Somehow, the longer horizon always wins.”

Still, he has some ideas. The company’s next chapter, he suggests, won’t be defined by a single product launch, but by how its digital layer continues to expand. Maps and navigation are about to change fast as AI opens up possibilities that weren’t there three years ago. New ways to get around are coming — not just self-driving cars, but intercity options and shared services built for specific places. Content and streaming, too, are being reshaped through local partnerships.

Yango’s advantage lies in the infrastructure it already operates. “These technologies don’t live in isolation,” Shuleyko says. “They need data, maps, and real traffic flows. If you don’t operate that layer, it’s very hard to scale anything new.” In Kazakhstan, they’re testing autonomous taxis. In Dubai, robot delivery already runs with Noon.

But as that digital layer thickens, a question emerges. “When you become part of the daily fabric of a city — when people rely on you to move, to eat, to find their way — at what point do you stop being a business and become critical urban infrastructure? Like electricity. Like water.” There’s no easy answer. “Infrastructure isn’t something you impose,” he says. “It’s something you earn the right to become.”

The ambition is one billion users within a decade. But Shuleyko frames that as an outcome, not a strategy. Outside the windows of One Central, Dubai’s skyline keeps rising, cranes moving in slow arcs against the afternoon light. It is a city that refuses to stand still. “Dubai implanted part of its DNA in us,” Shuleyko reflects.

“What you made yesterday is already not enough. Tomorrow it will be outdated. You need to run faster than everyone.” But speed, for him, is not chaos. It is repetition. Iteration. Discipline.

“You compete only with yourself,” he says. “With your yesterday, your previous week, your previous month. If you optimise every single aspect of the business, if you take tiny steps forward every day, one day you will become great.”

There is no grand manifesto. No dramatic prediction. Just a system built city by city, service by service, improvement by improvement. And if that philosophy holds, the next billion users will not come from chasing scale for its own sake, but from doing one thing better tomorrow than it was done today.

Leadership lessons with Daniil Shuleyko

“YOU COMPETE ONLY WITH YOURSELF. With your yesterday, your previous week, your previous month. If you improve even a little every day, over time, you become great. That’s the only competition that really matters.”

“YOU NEED TO RUN FAST. But speed without responsibility is dangerous. Behind every percentage point on a dashboard, there are real people. If we make a mistake, someone might lose a day of income. You have to remember that.”

“IT’S NOT ABOUT NUMBERS ON A DASHBOARD, it’s about people. When you realise that, your decisions change.”

“GO GLOBAL, GO LOCAL. Global strategy is important, but local reality is everything. There is no such thing as one continent as a single market. There are cities, cultures, and citizens. You have to build for them, not for a presentation.”

“YOU SHOULD GIVE LOCAL TEAMS THE POWER to adapt products, partnerships and strategy. Headquarters cannot fully understand how people live in every city.”

“A LEADER MUST LIVE ON TWO LEVELS. You need the helicopter view, but you also need to go deep into operations, marketing, technology, and talk to partners. If you only look at presentations, you forget the real world.”

“PEOPLE HAVE A SUPERPOWER. They can ask. But the harder skill is to listen. Real progress starts when you do both.”

“IF SOMETHING FAILS, REBUILD IT PROPERLY. Don’t just add AI or add a feature because it sounds good. Start from scratch if needed, combine human expertise with technology, and create a loop that improves itself.”

“WHEN SOMETHING BAD HAPPENS, do something positive immediately. Shift your state. And when you succeed, don’t reward yourself too much. Success is already the reward.”

“DREAM BIG, BUT STAY ROOTED. Ambition and grounding must live together. That balance is what keeps you moving forward.”

Dubai has introduced a sweeping new law aimed at strengthening safety standards across the emirate, covering everything from public venues and events to maintenance work in homes and buildings.

In his capacity as the Ruler of Dubai, Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE, issued Law No. (2) of 2026 on Public Safety in the Emirate of Dubai, establishing a clear legislative framework designed to protect individuals and property while supporting the city’s sustainable development.

Read more-Sharing incident videos could land you in legal trouble

The new legislation will come into effect on June 1, 2026 and will be published in the Official Gazette, a Dubai Media Office report said.

Officials say the law is intended to create a comprehensive safety system aligned with international best practices, while also increasing public awareness and accountability around safety procedures.

Framework to protect lives and property

The law seeks to reduce injuries, fatalities and property damage caused by accidents across Dubai.

Authorities say it also aims to ensure that products and services available in the market meet strict safety requirements.

In addition, the legislation establishes preventive safety standards that align with global benchmarks, strengthening Dubai’s position as one of the world’s safest cities. The rules will also apply to public venues and large events, where safety procedures must be followed to protect visitors and participants.

Officials say the measures are expected to support Dubai’s tourism and entertainment sectors by ensuring safe environments at attractions, festivals and large gatherings. The law also emphasises the role of the community in maintaining safety standards by encouraging residents and visitors to follow guidelines and cooperate with authorities.

Dubai Municipality to oversee implementation

Under the new law, Dubai Municipality’s Environment, Health and Safety Agency will be responsible for overseeing public safety across the emirate.

The agency will coordinate with relevant authorities to regulate safety practices, monitor compliance and ensure the law is properly enforced. It will also be granted clearly defined powers and responsibilities to carry out inspections, regulate safety standards and respond to violations.

Authorities say this centralised oversight will help ensure consistent safety policies across Dubai’s public spaces, facilities and services.

Strict safety rules for venues and events

The legislation introduces detailed public safety requirements for venues hosting events and public gatherings.

These rules cover a wide range of safety considerations, including equipment standards, lighting, ventilation and safe entry and exit points. Venue operators must also limit the number of people inside facilities to prevent overcrowding, while noise levels must be controlled to avoid hearing hazards and excessive sound exposure.

Additional safety measures include the mandatory provision of firefighting equipment, emergency evacuation plans, first-aid supplies and alarm systems. Venues will also be required to install safety signage and appoint trained safety supervisors responsible for monitoring compliance during events.

Authorities say operators must also develop a public safety management plan to ensure the safety of attendees at all times.

Safety standards for buildings, equipment and beaches

The law also introduces public safety requirements for maintenance work and equipment used in homes, buildings and recreational areas.

These include safety standards related to electrical devices, maintenance operations and facilities such as swimming pools and beaches. Property owners, operators and service providers must comply with the law and follow all related regulations and guidelines issued by relevant authorities.

Officials say the measures are intended to reduce accidents linked to poorly maintained infrastructure or unsafe equipment.

Responsibilities for the public

The legislation also outlines responsibilities for residents and visitors using public spaces.

Members of the public are required to follow safety procedures, instructions and guidelines when visiting public areas, entertainment venues and events. They must also use equipment, machines and tools according to official guidance and cooperate with safety supervisors when required.

In emergency situations, individuals must follow evacuation procedures and instructions issued by authorities. Additional responsibilities apply to beach safety. The law requires beachgoers to respect permitted swimming times and avoid restricted zones reserved for staff or other unauthorised areas.

Authorities say these measures are designed to ensure public cooperation in maintaining safe environments across the emirate.

Restrictions on hazardous materials and unsafe products

The law also introduces strict restrictions on hazardous materials.

Handling explosives, fireworks, toxic substances or flammable materials without authorization will be prohibited. Individuals are also forbidden from placing dangerous materials in waste containers or collection vehicles.

The legislation further bans tampering with waste containers or opening manholes, sewer pipes or stormwater drains unless authorised to do so. Authorities say these measures are intended to prevent accidents and protect public infrastructure.

The law also prohibits the sale or use of tools, devices or products intended for human use, entertainment or education if they fail to meet the safety requirements outlined in the legislation. Any such items must include safe-use instructions in both Arabic and English.

In addition, individuals are not permitted to engage in activities that could pose a risk to public safety unless they are authorised by relevant authorities and comply with all safety requirements.

Violations and penalties

Anyone found violating the law, its regulations or related guidelines may face fines ranging from Dhs500 to Dhs1,000,000.

If the same violation is repeated within one year, the penalty may double, reaching up to Dhs2,000,000. The Executive Council of Dubai will determine specific actions considered violations and the corresponding fines.

Enforcement and appeals

Dubai Municipality and employees of relevant authorities appointed by the director general will have judicial enforcement powers under the law.

These officials will be authorised to document violations, issue reports and, when necessary, coordinate with police authorities. Individuals or entities affected by decisions or measures taken under the law will have the right to submit a written appeal within 10 working days of receiving notification.

Appeals will be reviewed within 30 days by a committee appointed by the director general of Dubai Municipality, the relevant authority or an entity authorised by the municipality.

The committee’s decision will be final.

Transition period for compliance

The law also clarifies liability in cases of non-compliance. Dubai Municipality and relevant authorities will not be responsible for harm caused by an owner’s failure to meet public safety requirements. Responsibility will rest solely with the owner.

Affected parties will be required to comply with the provisions of the new legislation within two years.

However, a one-time extension for the same period may be granted by the Executive Council based on a recommendation from Dubai Municipality.

Previous law replaced

The new legislation replaces Local Order No. (11) of 2003 on Public Health and Community Safety in Dubai, including its amendments.

Any provisions in other legislation that conflict with the new law will also be annulled. Existing regulations and guidelines issued under the previous order will remain in force as long as they do not contradict the new law, until they are replaced by updated rules.

Authorities say the updated framework reflects Dubai’s continued efforts to strengthen safety systems and align its regulations with global standards.