Whistleblowing regulations in the UAE: What’s changed, who’s affected, and what to do now

In an increasingly regulated world, whistleblowing is no longer just a compliance checkbox. It’s fast becoming a litmus test for whether companies can be trusted to act when things go wrong — and whether employees feel safe enough to speak up.

At Veremark’s recent webinar, experts gathered to discuss how regulatory expectations around whistleblowing are evolving in 2025, why culture still outweighs policy, and what leading organisations are doing to manage risk while building trust.

Here are some of the key takeaways from the session.

It’s no longer enough to have a hotline

Regulators across the EU, UAE, and APAC are raising the bar on whistleblowing systems. Organisations are now expected to demonstrate that their reporting channels are secure, independent, and effective — not just available.

This means going beyond a basic reporting email or internal form. A compliant system today must include:

• Clear reporting workflows
• Secure, anonymised submissions
• Timely, documented investigations
• Oversight at the senior level

Failure to meet these standards doesn’t just carry regulatory penalties. It undermines the credibility of the organisation itself.

Employees don’t report issues because they can — they do it when they trust the system

Even with robust tools in place, whistleblowing mechanisms often go unused. The reason? A lack of psychological safety.

Employees are unlikely to report wrongdoing if they fear retaliation or assume their concerns will be ignored. And in some cases, fear of being ostracised by peers can be more powerful than fear of formal consequences.

The session underscored the importance of culture in making whistleblowing work. Trust is built when:

• Leadership communicates clearly about misconduct
• Reporting leads to meaningful outcomes
• Confidentiality is taken seriously
• There’s visible support from across departments — not just compliance

Confidentiality must be balanced with communication

Many companies misunderstand what confidentiality really means. It’s not about going silent — it’s about protecting the whistleblower while ensuring the issue is addressed.

One key risk highlighted during the session is “reporter drop-off.” When someone submits a report and never hears back — even through anonymised channels — they may assume nothing happened, which erodes trust in the system.

Effective programmes build in structured feedback loops, even when direct communication isn’t possible.

Whistleblowing isn’t an HR problem or a legal problem — it’s an organisational responsibility

A common pitfall is assigning whistleblowing ownership to a single function. But most issues that get reported cross boundaries — from workplace bullying to financial misconduct and operational failures.

The most successful organisations form cross-functional teams involving HR, Legal, Compliance, and senior leadership. This ensures cases are assessed fairly and resolved with the right context and authority.

External platforms can help reduce internal risk

A key discussion point in the session was the benefit of independent platforms. When internal systems are used — especially if the alleged misconduct involves managers or departments with influence — employees may not feel safe reporting.

External tools like Veremark’s whistleblowing platform offer:

• Truly anonymous reporting
• Secure digital trails
• Clear escalation paths
• Analytics and reporting capabilities

Technology won’t solve cultural issues on its own, but it ensures there’s a reliable structure in place when employees choose to speak up.

Trust is the most important outcome

More than compliance. More than risk management. A good whistleblowing programme signals that your organisation is serious about accountability.

And that’s what builds long-term trust — with employees, regulators, and the public.

Learn more about Veremark’s whistleblowing platform
👉 Speak to our team today

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