More than 24,000 Dubai Government employees across 49 entities took part in the Our Flexible Summer 2026 initiative. Flexible start and finish times accounted for 54 per cent of the working arrangements used during the programme.
The programme was run by the Dubai Government Human Resources Department (DGHR). It allowed government entities to choose flexible working models based on operational needs while maintaining service continuity and performance.
Flexible working models across Dubai Government
Flexible start and end times were the most widely used arrangement during the 2026 programme. Remote and hybrid working followed as the next most common options.
Other approved flexible arrangements accounted for the remaining share of arrangements used by participating employees. The results show that Dubai Government entities applied flexibility through several models rather than one standard approach.
According to DGHR, the programme also recorded high levels of employee compliance. Some 95 per cent of participating employees followed the flexible arrangements approved by their respective entities.
Meanwhile, 99 per cent of participating government entities said they had raised employee awareness. This included guidance on working mechanisms, communication protocols and service delivery requirements.
Dubai Government links flexibility with service needs
DGHR said flexible working arrangements varied according to the needs of different sectors. Service focused entities prioritised service readiness and customer satisfaction.
Legal and institutional workplaces placed greater emphasis on clear responsibilities and workplace discipline. Fast paced sectors focused on managing priorities and improving teams’ ability to adapt.
The approach therefore gave individual entities room to apply flexibility according to their operational responsibilities. At the same time, entities remained responsible for maintaining service quality and continuity.
Abdullah Ali bin Zayed Al Falasi, Director General of DGHR, said the initiative showed the value of work practices that create greater value for employees and government entities.
He added that the different phases of the programme provide a foundation for building on successful experiences. The next steps will also focus on advancing ways of working and helping government entities achieve their objectives efficiently.
Flexible working programme expands after 2024 pilot
Our Flexible Summer began as a pilot in 2024. The first phase involved 21 Dubai Government entities.
DGHR said the pilot produced positive results in productivity and workplace quality. Employee satisfaction and happiness reached approximately 98 per cent during that phase.
The programme then expanded across Dubai Government entities in 2025 and 2026. This gave DGHR a wider base of implementation experience and data on different flexible working models.
Azza Al Marzooqi, Director of the Human Resources Department at Dubai Municipality, said the programme allowed government entities to test work models suited to their responsibilities.
She said the arrangements helped entities maintain efficiency, business continuity and service quality while adapting their working models.
DGHR to assess next phase of flexible work
The latest findings will now help DGHR identify the practices and factors behind successful implementation. The department will use those findings to inform the next phase of Dubai Government’s flexible working approach.
For Nada Al Marri, Director of the Human Resources Department at the Dubai Department of Economy and Tourism, the programme also showed the role of accountability in flexible working.
She said flexibility can support performance when it is combined with accountability and a focus on results.
The findings add to wider discussions among employers and governments about how flexible work can operate alongside service delivery and operational requirements.
For Dubai Government, the 2026 results indicate that workplace flexibility can take different forms. The model allows government entities to adapt working arrangements to the nature of their operations while maintaining service and performance requirements.
