Introducing the UAE Industrial Property Appellate Board: What Applicants Need to Know

On May 8, 2025, the UAE Prime Ministry announced the establishment of the Industrial Property Grievance Committee, as outlined in Cabinet Resolution No. (36) of 2025. This new body, which came into effect on May 9, 2025, is designed to address patent disputes and aims to enhance fairness, transparency, and efficiency in resolving industrial property-related issues in the UAE.

Current vs. New Process

Prior to this development, patent disputes in the UAE lacked a formal appellate process, often leading to delays and inconsistent outcomes. The newly introduced system streamlines the dispute resolution process by establishing clear procedural timelines. Following the registration decision by the Ministry, a grant certificate will be issued unless a post-grant re-examination is requested within 90 days. However, any interested party has the right to file a grievance within 60 days of the decision. If the grievance is not resolved to their satisfaction, the applicant may appeal the Grievance Committee’s decision within a further 30-day period to the competent court.

Key Features of the New Appellate Process

  1. Appeals Timeline: Appeals must be filed within 60 working days from the date of the decision notification to the party concerned.
  2. Committee Formation: Upon receiving an appeal, the Ministry will review the procedural requirements and form the Industrial Property Grievance Committee. The Committee may request additional information, data, or supporting documentation from the appellant, ensuring that all necessary details are considered before proceeding.
  3. Hearings and Expert Opinions: Both parties involved in the dispute will have the opportunity to present evidence. The Committee can also seek expert opinions when deemed necessary to ensure an informed decision-making process.
  4. Decision and Communication: The Committee will issue a reasoned decision within 60 days of the appeal submission. This decision will include legal and factual grounds for the ruling. The decision will be communicated to the parties within 15 working days through modern communication channels.
  5. Publication for Transparency: To ensure transparency, all final decisions will be published in the Official Gazette, providing public access to the outcomes and reinforcing the system’s accountability.

A Step Forward for UAE’s Patent System

The establishment of the Industrial Property Grievance Committee marks a significant step forward in strengthening the UAE’s intellectual property (IP) framework. By providing a formalized, transparent, and efficient process for resolving patent disputes, this new mechanism offers applicants greater legal certainty and confidence in the protection of their innovations.

The introduction of this system reflects the UAE’s ongoing commitment to improving its IP regime, aligning with global best practices and providing a more robust and predictable environment for businesses and innovators operating in the region.

For further details, please refer to the official announcement: Source

For practical insights, feel free to reach out to our experienced Patent Team at: patents@unitedtm.com 

The Business of Innovation Part 6: The Crucial Role of a Resident IP Asset Manager and Administrator

Business of Innovation Series


This article is part of our Business of Innovation series, exploring how organizations can optimize profits with effective innovation strategies and IP asset management.

The Growing Importance of IP Asset Management


In the evolving landscape of innovation, where intellectual property (IP) is a strategic asset and innovation ecosystems span internal teams and external partners, organizations need more than just sound policies and strategies.

They require dedicated expertise to manage, protect, and maximize their IP assets day-to-day.

The Role of a Resident IP Asset Manager


This is where the role of a resident IP Asset Manager and Administrator becomes indispensable.

Why a Resident IP Asset Manager?


Intellectual property is complex and dynamic. Patents expire, trademarks require renewals, licensing agreements evolve, and new inventions emerge constantly.

Without continuous oversight, organizations risk losing control of their IP, missing critical deadlines, or failing to leverage opportunities for monetization and collaboration.

A resident IP Asset Manager is not the director of R&D, although they may work closely together. The IP Asset Manager acts as the organization’s IP custodian, ensuring alignment between IP assets, business objectives, and legal requirements.

Key Responsibilities


  • Portfolio Management: Maintaining an accurate and up-to-date inventory of patents, trademarks, copyrights, trade secrets, and licenses.
  • Deadline Monitoring: Tracking filing, renewal, and maintenance deadlines to prevent lapses in protection.
  • Contract Coordination: Supporting negotiation and execution of IP-related agreements with suppliers, partners, and licensees.
  • Internal Collaboration: Working with R&D, legal, business development, and finance teams to embed IP considerations into business processes.
  • Risk Management: Identifying potential infringements or unauthorized use and coordinating enforcement actions.
  • Reporting & Analytics: Delivering insights on portfolio value, performance metrics, and market trends.

Benefits of a Dedicated IP Asset Manager


Organizations with a resident IP Asset Manager experience smoother IP operations, fewer administrative errors, and improved strategic decision-making.

This role allows leadership and innovators to focus on growth while ensuring IP assets are properly managed and leveraged.

As companies increasingly engage in open innovation, joint ventures, and complex ecosystems, the IP Asset Manager serves as a critical central point of contact.

Building the IP Function for the Future

Developing a skilled IP Asset Manager is not just about administration — it is about embedding IP expertise into the organization. Training, adoption of IP management technologies, and clear operational processes enable this role to evolve into a strategic enabler of innovation success.

Contact Our Team

Conclusion


In today’s fast-paced innovation economy, intellectual property demands dedicated stewardship.

A resident IP Asset Manager and Administrator connects IP strategy to execution, mitigates risk, and unlocks sustainable growth opportunities.

Investing in this role is an investment in the long-term success of your innovation portfolio and your organization.

The Business of Innovation Part 5: Building an IP Strategy to Flourish in a Diversified Economy

This article is part of our Business of Innovation series, exploring how best to manage IP assets.

As we’ve seen in earlier parts of this series, innovation thrives when internal silos are broken down, and IP is treated as a strategic asset. In this fifth instalment, we turn our attention outward — to the broader ecosystem in which modern innovators operate.

Today’s innovators do not work in isolation. Whether delivering products, services, or hybrid offerings, the days of purely vertically integrated business models—where every component and capability originates internally—are largely behind us.

The Diversified Economy Ecosystem

The dominant business model today is a diversified ecosystem: a network of customers, competitors, suppliers, joint venture partners, and collaborators who each bring specialized expertise and value.

Consider Apple: its cutting-edge devices result not from in-house efforts alone, but from a sophisticated supply chain of independent suppliers, research houses, component manufacturers, and software partners—many of whom also work with direct competitors like Samsung.

The Collaboration Imperative

In such an ecosystem, innovators must collaborate with trusted partners across many relationships, including:

  • Independent contractors
  • Suppliers of critical components
  • Service providers such as cloud computing platforms, utility companies, and logistics firms
  • Production and manufacturing partners
  • Research and development collaborators
  • Joint venture partners
  • Even competitors, where cooperative innovation or shared infrastructure makes strategic sense

Collaboration is often the only route to market success. Yet it requires sharing sensitive, high-value information—market intelligence, technical know-how, design specifications, proprietary algorithms, and more.

This creates a paradox: innovation thrives on openness, yet openness increases exposure to risk.

Why an IP Strategy Is Fundamental

In a diversified economy, intellectual property (IP) strategy is far more than a legal formality — it is the organization’s shield and playbook.

Without a robust IP strategy, valuable ideas can leak to competitors, supplier relationships can sour over ownership disputes, and commercial negotiations can stall amid uncertainty about rights.

What’s Different in a Diversified Economy?

In a diversified economy, it is not only important to understand what your competitors are doing. It is equally important to understand what everyone within your broader ecosystem is doing.

AI-driven patent analytics and public IP databases can help create multi-dimensional maps of the innovation landscape. This insight reveals potential overstepping by others within the ecosystem, possible infringement zones, white space opportunities, and new partnership leverage, including in-licensing and out-licensing prospects.

An Effective IP Strategy in a Diversified Economy

An effective IP strategy should:

  • Identify all categories of IP and the assets within them
  • Include a frequently updated IP landscape analysis
  • Define ownership of IP created through collaborations or joint ventures
  • Set clear confidentiality protocols for sharing and storing proprietary data
  • Align contracts to ensure enforceable IP clauses with suppliers and partners
  • Classify core versus non-core IP, enabling decisions on protection, licensing, or sharing
  • Establish enforcement triggers clarifying when and how to act if rights are infringed

Key Tips for Innovators in a Diversified Economy

  • Map your ecosystem: Understand who has access to which IP assets and where leakage risks exist
  • Negotiate IP terms early: Define ownership and usage rights before collaboration begins
  • Use layered protection: Combine patents, trade secrets, contracts, and technical safeguards
  • Train your teams: Ensure employees interacting with partners understand IP protocols
  • Monitor the market: Actively watch for misuse of IP, especially by partners working with competitors

In a diversified economy, your IP strategy is more than a defensive measure — it is a growth enabler. It allows organizations to collaborate widely, move quickly, and leverage external expertise without losing control of their most valuable assets.

Innovation today is a team sport, but in that game, your IP strategy is both your rulebook and your referee.

In the upcoming Part 6, we will highlight the importance of the IP Manager role within an organization.

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The Business of Innovation Part 4: An IP Policy Must be More than a Mere Bureaucratic Rule Book

This article is part of our Business of Innovation series, which examines how organizations can turn intellectual property management into a driver of collaboration, culture, and commercial success.

In many organizations, intellectual property (IP) policies are treated primarily as compliance tools — documents that define ownership, standardize disclosure forms, and set filing procedures.

While these elements are essential, an IP policy viewed only as a bureaucratic necessity risks stifling the creativity it is meant to protect.

A well-designed IP policy should be tailored to the organization and act as a strategic and motivational framework that fosters innovation, builds team spirit, and strengthens collective ownership of ideas.

Collaboration Begins with Clarity

Innovation today thrives on cross-functional collaboration. Breakthroughs emerge from the convergence of ideas across R&D, legal, business development, engineering, marketing, and product teams.

A strong IP policy provides the ground rules for this collaboration — not to restrict, but to clarify.

By defining how contributions are captured, evaluated, and protected, it reassures team members that their work will be recognized and safeguarded. When innovators understand the rules of engagement, trust grows and openness follows.

Recognition Fuels Motivation

Recognition is one of the most powerful motivators for creative professionals.

An effective IP policy builds in mechanisms for attribution — from internal inventor awards and cross-functional innovation showcases to acknowledgement in company communications.

Seeing ideas protected and celebrated fosters loyalty, strengthens engagement, and inspires further contributions.

IP as a Unifier of Functions

An IP policy aligned with business strategy helps dissolve silos between innovation, legal, and commercial teams.

When everyone operates from a shared framework — including criteria for patentability, commercial potential, and competitive positioning — decisions become faster, conflicts decrease, and innovation becomes more inclusive.

A Living Policy for a Dynamic Culture

An IP policy should evolve alongside the business. It must be embedded into onboarding, training, and team development processes.

Beyond legal standards, it should reflect company values such as openness, fairness, and recognition.

When IP policy is viewed not as legal overhead but as a tool for alignment and empowerment, it becomes a catalyst for innovation.

People who feel heard, valued, and protected are far more likely to contribute their best ideas — and that is the true engine of progress.

Key Takeaways

  • A modern IP policy is a strategic and cultural tool, not merely a legal document
  • Clear rules of engagement enable smoother collaboration across functions
  • Recognition of contributions through IP processes builds trust, morale, and engagement
  • Shared IP frameworks help unify technical, legal, and commercial teams
  • Regular updates and communication keep the policy relevant and embedded in company culture

In the next part of The Business of Innovation, we will explore how the modern diversified economy impacts an IP strategy.

The Business of Innovation Part 3: Breaking Down Silos for Commercial Success

This article is part of our Business of Innovation series, exploring how organizations can move from fragmented innovation efforts to cohesive, value-driven strategies.

In a prior article, I examined how innovation silos — particularly the lack of internal sharing of technical advancements — can lead to redundant effort and missed opportunities.

But even when technical insights are exchanged effectively across departments, another obstacle often remains: the disconnect between functional areas that must work together to achieve commercial success.

While many organizations continue to invest significantly in innovation, it is striking how few inventions ever reach the market.

Industry estimates suggest that up to 90 percent of patented inventions are never commercialized. This stark reality underlines a key point: in business, innovation is measured not by inventiveness alone, but by impact.

Turning ideas into tangible value requires more than a capable R&D team. It demands coordination between executive leadership, marketing and sales teams, and technical innovators.

Without alignment among these functions, even the most promising technologies risk stalling before delivering meaningful business results.

The Problem of Functional Silos

Too often, innovation efforts are undermined by structural barriers between key functions.

R&D teams may develop technically impressive solutions without commercial input or executive buy-in. Marketing may craft messaging that misrepresents or oversells actual capabilities. Leadership may set strategic goals that do not align with market readiness or technical feasibility.

This misalignment erodes what economists call commercial appropriability — the ability to convert innovation into competitive advantage, market share, and revenue.

Without it, even the best ideas can end up as uncommercialized patents or prototypes.

Toward Cross-Functional Integration

Bridging these divides requires early and intentional collaboration between technical, commercial, and strategic stakeholders.

Innovation should not be a relay baton passed from one department to another — it should be co-developed from the outset.

Key enablers include:

  • Early involvement of commercial teams to shape innovation roadmaps with market insight
  • Providing business context to technical teams so R&D aligns with strategic priorities
  • Executive leadership acting as integrators to bridge divides, align incentives, and champion cross-functional collaboration
  • Unified success metrics that reflect enterprise-wide impact, not just departmental achievements

From Invention to Impact

Innovation without commercialization is merely invention.

A truly effective innovation strategy unites technical capability, executive vision, and market insight into a cohesive process that consistently delivers value.

Breaking down functional silos is not a one-off initiative — it is an ongoing commitment to collaboration, transparency, and shared success.

In the next part of The Business of Innovation, I will explore why an IP Playbook is not merely a bureaucratic internal policy document.

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The Business of Innovation Part 2: Breaking Down Silos to Accelerate Development

In Part 1 of “The Business of Innovation”, we explored how managing intellectual property strategically can unlock enterprise value.

In this second instalment, we turn to a less obvious but equally damaging barrier to innovation: internal silos. We examine how disconnects within an organization can slow development, waste resources, and undermine the return on innovation.

In today’s competitive and fast-moving business environment, innovation is not optional — it is essential. Most organizations recognize this and invest heavily in innovation, allocating teams, budgets, and dedicated resources.

Innovators are rightly taught not to “reinvent the wheel.” They are encouraged to study published patent prior art, learn from others, and build on what already exists.

Ironically, however, many organizations fail to apply that same principle internally. Teams often operate in silos, unaware of the solutions and breakthroughs emerging just down the hall.

The result? They may end up reinventing the wheel within their own organization — or worse, miss out on using it altogether.

A popular image circulating online captures this perfectly. In it, one team proudly unveils their latest invention: a wheel. Nearby, another team struggles to drag a heavy box across the ground.

When offered help, they reply, “We don’t have time to talk — we’re too busy.” The irony is stark: a single conversation could have saved time, effort, and resources.

It is a humorous but all-too-real metaphor for how siloed innovation can hinder progress.

The Case for a Unified Innovation Strategy

The solution lies in adopting a unified innovation strategy — or better yet, establishing an internal innovation hub.

This does not mean suppressing creativity at the department level. Instead, it is about creating a framework that promotes the free flow of knowledge, cross-functional collaboration, and strategic alignment across the enterprise.

With a central innovation hub, ideas do not get stuck in departmental echo chambers. Instead, they are surfaced, shared, evaluated, and implemented where they can have the most impact.

For example, a tool developed in the IT department might streamline logistics operations, or a new workflow from legal could simplify compliance for R&D.

Without mechanisms to share these insights, valuable opportunities are lost.

Preserving and Leveraging Institutional Knowledge

Unified strategies also build institutional memory.

Innovation hubs can serve as repositories for knowledge, data, and lessons learned — ensuring that critical insights do not disappear when people change roles or leave the organization.

They align innovation efforts with broader business goals and prevent duplication of effort, making sure the wheel is invented once and used wherever it is needed.

Organizations that break down innovation silos tend to move faster, respond more effectively to change, and make better use of their existing talent and ideas.

Those that do not risk stagnation — not because they lack innovation, but because they fail to connect it.

Conclusion

The message is simple but powerful: innovation works best when it is shared.

By fostering communication and collaboration, companies can unlock their full creative potential.

Because in the end, a wheel only changes the game if everyone knows it exists.

In Part 3 of “The Business of Innovation”, we will further examine the challenge of silos — this time vertically within an organization.

The Business of Innovation Part 1: Managing IP for Results

In this new series, “The Business of Innovation”, we explore the critical elements that turn ideas into commercial success.

In this first instalment, we look at how organizations can move beyond viewing intellectual property as a purely legal function, and instead treat it as a strategic driver of enterprise value.

In the 21st-century economy, value creation is being reshaped by the intangible.

Intellectual property (IP) no longer simply protects innovations; it defines competitive boundaries, unlocks new markets, and fuels growth.

Today, intangible assets — including patents, proprietary data, algorithms, trademarks, and trade secrets — can represent up to 90% of a company’s total value.

Consider Nvidia, whose meteoric rise has been powered not just by its GPUs, but by its aggressive IP portfolio and positioning within the AI ecosystem.

Traditional metrics based on tangible assets no longer tell the full story. In this context, capturing IP is not just about legal protection — it is about realizing a business strategy.

This article outlines key strategic imperatives for forward-looking organizations seeking to maximize innovation outcomes through smarter IP asset management.

These imperatives are not checklists, but mindset shifts for long-term value.

Rethink IP as a Strategic Asset Class


IP must be understood as a dynamic corporate asset with distinct lifecycle value — from early-stage R&D to monetization or strategic exit.

It is no longer sufficient to merely hold patents or trademarks.

Instead, organizations must articulate how their IP portfolio aligns with their commercial model and growth targets.

Custom strategies are critical. What protects a biotech startup may stifle a SaaS scale-up.

Start with an IP audit, but ensure it evolves into a living strategy that supports organizational vision and adapts to market shifts.

Connect IP to the Enterprise Value Narrative


The true power of IP lies in how it supports value creation, differentiation, and future growth.

Are you securing freedom to operate in emerging markets? Building leverage for future licensing deals? Or crafting a defensible moat for investors?

Executives must learn to view IP less as a legal necessity and cost centre, and more as a tool for achieving return on innovation — the new ROI.

The closer IP strategy aligns with the CEO’s vision, the more likely it is to deliver tangible outcomes.

Inventory the Intangible


What you do not know you own can hurt you.

Untracked trade secrets, overlooked copyrights, or undocumented know-how expose organizations to risk and missed opportunities.

A modern IP audit maps not just formal rights but the broader web of intangible assets — including data, regulatory approvals, proprietary methodologies, and third-party relationships.

These maps are invaluable for licensing, M&A, and strategic alliances.

Map the Innovation Ecosystem


Companies operate within innovation ecosystems, not vacuums.

Use ecosystem analysis to understand where your IP stands relative to partners, suppliers, and disruptors.

AI-driven patent analytics and public IP databases can create multi-dimensional maps of the innovation landscape.

This insight reveals white space opportunities, potential infringement zones, and partnership leverage. More on this in Part 5.

Make the CEO Vision Operational


Too often, IP management is reactive and siloed.

To unlock its full value, IP must be tied directly to leadership’s vision.

Whether the goal is market expansion, investor readiness, or long-term licensing, the IP strategy must follow.

IP asset managers should act as strategic translators — turning high-level business goals into concrete IP actions, from portfolio pruning to acquisition due diligence. More on this in Part 6.

Evaluate Appropriability, Not Just Inventiveness


An invention’s brilliance does not guarantee commercial success.

Its viability depends on appropriability — how easily others can copy it, time to market, regulatory hurdles, and customer adoption.

The Betamax versus VHS format war is a classic example: the superior technology lost to superior market positioning.

Today, AI models and software platforms face similar dynamics. These risks should be evaluated before investing heavily in protection.

Activate IP Early and Often

IP does not need to sit dormant until litigation or M&A.

Strategic IP can be activated throughout its lifecycle — as collateral for funding, in co-branding initiatives, or as part of open innovation ecosystems.

Some companies proactively license high-interest patents early to generate revenue while market attention is high, rather than waiting for inevitable infringement battles.

Build an IP Playbook for Teams


Innovation is a team sport.

Create internal playbooks that demystify the IP process, encourage disclosure, and define procedures for documentation and ownership.

A well-structured IP policy also reduces risk by setting boundaries around confidentiality, third-party contributions, and open-source compliance.

Make the rules clear, accessible, and aligned with performance incentives. More on this in Part 4.

Cultivate a Culture of Strategic Innovation


Great IP portfolios emerge from deliberate cultures of innovation.

That culture starts with leadership and permeates through R&D, legal, marketing, and beyond.

Train teams to think of IP not as paperwork but as strategy.

Integrate IP checkpoints into product development cycles, encourage collaboration across silos, and reward cross-functional innovation.

Measure What Matters IP valuation is notoriously difficult, but critical. Go beyond the balance sheet. Use scenario analysis, licensing potential, and ecosystem relevance to assess strategic value. AI tools can help estimate patent quality and market applicability. Even informal valuations bring intangible assets into the boardroom conversation and support smarter decision-making.

Contact Our Team

Conclusion


The knowledge economy rewards those who turn invisible assets into visible advantage.

By treating IP as a strategic capability rather than a legal function, organizations can unlock hidden value, defend their innovation edge, and chart more confident growth paths.

In the next article in “The Business of Innovation”, we will explore how breaking down internal innovation silos can accelerate progress, improve appropriability, and strengthen your organization’s competitive position.

Protecting Morocco’s Cultural Heritage: Zellige safeguarded with WIPO Support

New WIPO agreement aims to secure fair recognition and economic benefits for Moroccan artisans.

Morocco is putting more effort into protecting its cultural heritage, starting with Zellige, one of the country’s most famous traditional crafts. In April 2024, the Minister of Culture met with the Director General of WIPO to work on an agreement that could help protect local artisans from cheap copies and unfair use of their work. It’s a clear sign that Morocco wants to use intellectual property in a way that supports the people and communities behind these crafts.

Zellige, sometimes spelled Zellij, is a traditional Moroccan mosaic tilework made from hand-cut pieces arranged in intricate geometric patterns and set into plaster. This craft is a hallmark of Moroccan architecture, found in palaces, fountains, and mosques, and is produced using techniques passed down through generations. It is a big part of the country’s cultural identity and helps thousands of families make a living. As Moroccan patterns gain global popularity, unauthorized copying and misuse are increasing concerns. (Oxford Reference, Britannica)

In recent years, Morocco has faced everything from regional claims to global brands using Zellige designs without giving proper credit. Algeria’s push to have Zellige listed as its own UNESCO heritage and the Adidas jersey controversy are just two examples. (Morocco World News). Morocco took key steps to protect Zellige, by first registering it with WIPO and exploring patent protection in October 2022. Then, in April 2024, the Culture Minister met with the WIPO Director General to reinforce these efforts and to ensure that local artisans benefit from their heritage. .

Protecting crafts like Zellige isn’t just about national pride; it’s about making sure the people who make them are rewarded with fair returns. That’s where intellectual property comes in. Morocco is looking at options like Geographical Indications (GIs), which connect a product’s quality and reputation to where it comes from. This has worked well for Moroccan Argan oil, which gained international GI protection in 2011.

Another option is to recognize Zellige as a Traditional Cultural Expression (TCE). This gives communities a say in how their cultural symbols are used, making it harder for companies or other countries to claim them unfairly. WIPO has supported countries in protecting TCEs for years, though it remains an evolving part of IP law (WIPO TCEs). If the new deal with WIPO moves forward, it could give local artisans more tools to stop cheap copies and grow the market for genuine, locally made Zellige.

Morocco’s efforts put it alongside other countries that use IP law to protect traditional crafts. India, for example, has secured Geographical Indications for dozens of local products, from Banarasi silk sarees to Darjeeling tea, helping rural communities earn more while keeping their heritage alive. Turkey did something similar with its famous Antep Baklava.

But in North Africa, there’s still tension over who “owns” certain crafts. Algeria’s bid for UNESCO status is one example of overlapping cultural claims. For Morocco, having a clear IP framework could help settle these disputes and strengthen its position as a leader in protecting cultural heritage in the region. As global demand for authentic, handmade goods grows, proper legal protection means buyers know they’re getting the authentic product and the people who make it get the credit and income they deserve.

Morocco’s push to protect Zellige shows that intellectual property can do more than just guard ideas, it can uplift communities, preserve cultural identity, and help traditional crafts to compete fairly. If the new WIPO agreement goes ahead, artisans could have stronger rights and more effective means to stop misuse. But laws alone aren’t enough. Buyers need to know what they’re supporting, rules must be enforced locally, and younger generations must be encouraged to keep these skills alive. By combining modern IP tools with community action, Morocco can show how traditional knowledge, and cultural expressions can thrive in a world that values authenticity more than ever.

WIPO : Traditional Cultural Expressions
https://www.wipo.int/tk/en/folklore/

Safeguarding Brands in Jordan’s Social Media Marketplace: Legal Risks, Challenges, and Practical Solutions

Social media has changed the way businesses operate worldwide, and Jordan is no different. Platforms like Facebook, Instagram, YouTube, and Snapchat have become essential tools for small businesses, home entrepreneurs, and informal sellers to reach customers and grow their sales. While these platforms open new doors for business, they also bring challenges, especially when it comes to protecting brands and intellectual property.

Recently, Jordan has seen a rise in issues like trademark infringement, fake products, brand impersonation, and misleading ads on social media. These problems threaten not just businesses, but also consumers who rely on trustworthy brands. 

The Growth of Social Media Commerce in Jordan


Social media use is growing in Jordan. According to recent reports, trademark registrations jumped by 69% in 2023, showing that more businesses are becoming aware of the importance of protecting their brands. Social media offers sellers an affordable way to reach and connect with customers, often without the need for a physical store.

However, these platforms can also be a double-edged sword. They make it easier for counterfeiters and unauthorized sellers to market fake or knockoff products, often hiding behind anonymous accounts. With many sellers operating informally, and regulations lagging behind, keeping the digital marketplace clean is a real challenge.

Jordan’s Legal Framework for Trademark Protection


Trademark Law: Jordan’s trademark system is mainly governed by Law No. 33 of 1952, updated by Law No. 15 of 2008. This law sets the rules for registering, protecting, and enforcing trademarks. Once registered, a trademark is protected for ten years, with the possibility of unlimited renewals. Jordan is also a member of the WTO and complies with the TRIPS Agreement, meaning its trademark laws align with international standards.

Cybercrime Law: In 2023, Jordan introduced Cybercrime Law No. 17 to address online offenses, including digital fraud and misuse. While this law strengthens the fight against cybercrimes, some worry about its impact on free expression and how it will affect IP enforcement online. Its full implications for brand protection,especially dealing with counterfeit sales and impersonation on social mediaare still unfolding.

Enforcement: Trademark owners in Jordan have several tools at their disposal, including sending cease-and-desist letters, filing complaints with authorities, and pursuing civil or criminal cases. But enforcing rights online is tricky: cases can be slow, and anonymous infringers are hard to track down.

Common Brand Infringements on Social Media


Here are some typical problems brands face in Jordan’s social media scene:

  • Unauthorized use of logos or brand names in ads and product listings to trick customers.
  • Fake or imitation products that look like the real thing, confusing buyers and hurting brand trust.
  • “Squatting” on social media handles or domain names that mimic legitimate brands redirecting traffic or reselling accounts.
  • False advertising that promotes counterfeit or low-quality goods under well-known brand names.

These practices don’t just damage brand reputation but also pose serious risks, especially in sectors like cosmetics or pharmaceuticals where safety matters.

Practical Tips for Brand Protection in Jordan


If you own a brand in Jordan, here are some smart steps to protect yourself:

  • Monitor Your Brand: Keep an eye on social media regularly, using both manual checks and automated tools to spot misuse quickly.
  • Legal Action: Work with IP lawyers to send cease-and-desist letters or file complaints when you find infringement.
  • Educate Customers: Use campaigns to inform your customers about how to spot official products and why counterfeits are dangerous.
  • Digital Evidence Management: Save screenshots, timestamps, and metadata to support any legal claims you might need to make.
  • Register and Record: Make sure your trademarks are officially registered and consider customs recordal to stop counterfeit imports.

Conclusion


Jordan’s social media market is full of exciting opportunities but also exposes brands to new and evolving risks. The country’s legal system provides a solid foundation for trademark protection, but adapting to the digital world means embracing better enforcement methods, technology, and cooperation between brands, platforms, and authorities.

Through vigilance, legal action, consumer education, and advocacy for stronger regulation, brands in Jordan can defend their intellectual property and help create a safer, more trustworthy online marketplace.

References


Jordan Times. (February 25, 2024). https://www.jordantimes.com/news/local/trade-ministry-says-trademark-registration-increases-69-2023
Jordan Times. (October 10, 2023). https://jordantimes.com/news/local/court-first-instance-opens-new-section-commercial-cases
Jordan Cybercrime Law No. 17 (2023).
Jordan News: Jordan records surge in trademarks and patents: Ministry report. Published May 01, 2024
Albawabah: Jordan’s new cybercrime law may disrupt social media. Published August 3rd, 2023

Anti-counterfeiting in the United Arab Emirates: The Current State of the Market

Introduction


Strategically located at the crossroads of Europe, Asia, and Africa, the United Arab Emirates (UAE) plays a pivotal role in global trade, as one of the world’s biggest logistics and re-export center.

The country’s geographic location, particularly Dubai’s role as an international shipping and air transit center, positions it as a key point for goods transported between East, West, and Africa. This accessibility has led to the UAE, including ports like Jebel Ali, becoming a hub for counterfeit goods. Counterfeit products may enter the country for domestic sale or transit to other regions, sometimes concealed within legal shipments.

Although the UAE has introduced legislative and enforcement measures to address counterfeiting, the large volume of goods moving through its borders continues to pose challenges to the protection of intellectual property rights.

Scope of Counterfeiting


Counterfeiting in the UAE affects a broad range of products, including luxury goods (such as handbags, watches, perfumes, apparel, and electronics), automotive parts, pharmaceuticals, toiletries, and cigarettes. Counterfeit items are typically sold in informal or low-cost markets, particularly in Dubai districts like Deira and Al Karama.

The UAE authorities have ramped up enforcement in recent years, resulting in increased seizures and raids to curb the availability of counterfeit goods in the market. For example, over the five years 2019-2024, Dubai Police’s Economic Crimes Department reports confiscating approximately AED 8.7 billion (~ USD 2.3 billion) worth of counterfeit goods.

UAE Legal Framework


The UAE is a civil law country, comprising seven emirates: Abu Dhabi, Dubai, Sharjah, Ajman, Ras Al Khaimah, Fujairah, and Umm Al Quwain. Each emirate can choose to run its court system or join the federal judiciary. Sharjah, Ajman, Fujairah, and Umm Al Quwain are part of the UAE Federal Judicial Authority. Abu Dhabi, Dubai, and Ras Al Khaimah have separate, independent court systems.

Both the federal and local courts follow a similar structure. They are divided into Courts of First Instance, Courts of Appeal, and either a Court of Cassation (local level) or the Federal Supreme Court (federal, also known as the UAE Supreme Court of Cassation). IP disputes can be heard by federal or local courts, depending on the case.

Intellectual property rights are protected by federal law; however, enforcement occurs at the local level. Each emirate has its own enforcement authorities.

The key federal legislation that covers anti-counterfeiting includes:

  • Federal Trademarks Law (“Federal Decree Law No. 36 of 2021 on Trademarks”): The primary law governing trademarks and infringement. The new law modernized provisions (e.g., expanding protection to non-traditional marks) and significantly increased the penalties for trademark counterfeiting.
  • Federal Copyright Law (“Federal Decree-Law No. 38 of 2021 on Copyrights and Neighboring Rights”): Criminalizes unauthorized copying, distribution, or commercial exploitation of protected content. Article 40(1) stipulates a penalty of imprisonment for a minimum of six months and a fine ranging from AED 100,000 to AED 700,000 for intentional infringement. Additional penalties may include confiscation of infringing materials and closure of the establishment involved.
  • Anti-Commercial Fraud Law (“Federal Decree-Law No. 42 of 2023 on Combating Commercial Fraud”): Strengthens enforcement against counterfeit, adulterated, or fraudulent goods. It imposes strict penalties on suppliers, including up to 2 years’ imprisonment and fines ranging from AED 5,000 up to AED 1 million.
  • Consumer Protection Law (“Federal Law No. (15) of 2020 on Consumer Protection”): Prohibits misleading descriptions and the sale of unsafe or counterfeit products and empowers authorities to issue fines up to AED 2 million and close businesses selling counterfeits.
  • The GCC Unified Customs Law (Regulation): Provides the basis for border enforcement, including the detention of suspected counterfeit goods in transit at all ports of entry. The law permits customs to take ex officio action and open and inspect packages when counterfeit or prohibited goods are suspected, without waiting for a formal complaint.

Additionally, the UAE is a party to all major intellectual property treaties that strengthen its anti-counterfeiting regime.

UAE Anti-Counterfeiting Enforcement Mechanisms


4.1. Enforcement Authorities

Several authorities in the UAE are responsible for anti-counterfeiting at both the federal and emirate levels. The main agencies are:

  • Customs Departments: Each emirate’s customs department is on the frontline of border enforcement. Customs officers inspect imports/exports at ports, airports, and free zones, and have the power to seize shipments of counterfeit goods. Dubai Customs has a dedicated Intellectual Property Rights Department that leads in training officers, maintaining a trademark recordal database, and conducting seizures, with subsequent destruction or recycling of counterfeit goods.
  • Police and Criminal Investigation Departments (CID): The UAE’s law enforcement agencies, particularly the police forces of each emirate (often through specialized anti-economic crime units or CID), conduct criminal investigations and raids on counterfeit manufacturing or distribution operations. Brand owners can file complaints with the police, prompting investigations that may involve undercover purchases, warehouse raids, and seizure of counterfeit stock.
  • Public Prosecution: The Public Prosecution (at the emirate level) oversees the criminal process once the police refer a counterfeit case. They play a crucial role in deciding whether cases proceed to criminal courts. Without a prosecutor’s approval, raids and arrests usually cannot take place, ensuring judicial oversight of enforcement actions.
  • Economic Development Departments (EDDs): The Department of Economic Development (at the emirate level) carries out administrative enforcement against counterfeit goods in the local market. In emirates that lack a dedicated local IP enforcement unit, the federal Ministry of Economy coordinates enforcement efforts. These administrative bodies provide a more expedient, cost-effective avenue for brand owners to stop infringement, often without the need for court litigation.
  • Federal Ministry of Economy and Tourism (MoET): UAE’s Ministry of Economy and Tourism leads on IP policy and administers the trademark registry. It also has an enforcement role, particularly in emirates where local DEDs are not active in IP enforcement. The Ministry’s Consumer Protection Department works with local authorities to combat commercial fraud and counterfeit goods nationwide. The new 2023 Commercial Fraud Law enhances MoET’s coordination powers by creating a national committee and mechanisms for federal-local cooperation.

4.2. Border Enforcement Procedures

The typical border enforcement process in the UAE includes:

  • Customs Inspections: Customs officers screen incoming shipments using risk profiling, intelligence, and random inspections. Under the law, if a customs inspector suspects prohibited or infringing goods, they may open and inspect packages, even in the absence of the importer. Suspicious shipments (for example, goods bearing well-known trademarks but declared as generic) can be held for detailed examination and inspection.
  • Notification of Rights Holder: When potentially counterfeit goods are detected, Customs will usually notify the trademark owner or its local legal representative, particularly if the mark is recorded with that Customs department. The right holder is typically given a short window (e.g., three working days) to confirm the counterfeit nature of the goods and express intent to take legal action. If the rights holder fails to respond in a timely manner, the goods may be released; therefore, prompt cooperation is crucial.
  • Seizure and Evidence Gathering: Upon confirmation (or obvious evidence) that the goods are counterfeit, Customs will seize the shipment. A seizure report is prepared, and samples of the goods may be retained for evidence. In many cases, Customs will send samples to a government forensic laboratory for scientific verification of counterfeiting. This lab report can then support further legal action. The seized goods are typically stored in a customs warehouse pending final disposition.
  • Follow-up Actions: Customs in the UAE cannot impose criminal penalties on counterfeit importers themselves. If punitive action is sought, the trademark owner (or Customs) must refer the case to the police or public prosecutor for criminal proceedings. However, Customs can directly order the destruction of counterfeit goods once they are confirmed to be fake and all necessary legal formalities are satisfied. Increasingly, UAE Customs departments dispose of seized counterfeit goods through environmentally friendly methods (e.g., supervised recycling) to prevent them from re-entering the market.

It is worth noting that, in line with the TRIPS Agreement, UAE Customs can detain goods in transit, which is particularly important given the UAE’s role as a global trade hub.

4.3. Customs Recordation

The UAE does not yet have a single unified federal customs recordation system; individual emirates allow rights holders to record their registered trademarks with local customs databases. Currently, 5 out of 7 emirates – Dubai, Abu Dhabi, Sharjah, Ajman, and Ras Al Khaimah, but not Fujairah or Umm Al Quwain – have recordation programs in place. Only trademarks registered in relation to goods (and not services) can be recorded with the customs authorities. The requirements usually include a copy of the UAE trademark registration certificate, a power of attorney or authorization letter, and payment of a recordation fee. The process and cost can vary by emirate.

Beyond the border measures, the UAE provides for administrative, civil, and criminal liabilities against counterfeiters. Brand owners typically choose the route based on the urgency, scale of infringement, and desired outcome.

4.4. Administrative Enforcement

In many cases, rights holders pursue an administrative complaint with the relevant emirate’s economic department or municipality to raid and confiscate counterfeit goods being sold domestically. Enforcement officials (sometimes in coordination with police) will then conduct inspections or raids at the suspect’s premises without court formalities. If counterfeit goods are found, the officials seize the items on the spot.

Penalties in administrative cases usually include fines against the infringer (levied by the department) and forfeiture/destruction of the goods. Repeat offenders can face harsher measures such as temporary closure of the business or suspension of licenses.

Administrative raids are valued for being swift and relatively low-cost – there are typically no court fees, and proceedings are handled internally. However, the penalties are administrative in nature (fines generally in the tens or hundreds of thousands of dirhams, depending on the emirate’s regulations) and do not include imprisonment. Administrative actions are, therefore, a practical tool for quickly cleaning up the market and deterring misconduct.

4.5. Civil Enforcement and Remedies

Under Article 48 of the Trademark Law, a trademark owner or any affected party can file a civil lawsuit against the infringer to seek damages for trademark infringement. Typically, the plaintiff must prove that a counterfeit or infringing act took place and that they suffered damages, such as lost profits or harm to their reputation.

A trademark must be registered in the UAE; no civil claim for trademark infringement can be entertained (well-known marks might be an exception in some instances, but generally registration is required for enforcement).

Civil cases are filed with the court of first instance, in the court of the emirate where the infringement took place or where the defendant is based, and proceed through written pleadings, evidence submission, and often court-appointed expert examination. Civil proceedings can be time-consuming (several months to over a year) and are conducted in Arabic. For a foreign brand owner, local legal representation is required through a licensed advocate, and a legalized power of attorney must be on file.

Civil Remedies: If the court finds in favor of the trademark owner, it can order a range of remedies:

  • Permanent injunctions to stop the defendant from continued infringement. In the UAE context, this often takes the form of a court order to seize and destroy the counterfeit goods and to prohibit the defendant from dealing in such goods.
  • Monetary damages to compensate for the harm. Damages in UAE civil cases are compensatory, not punitive. The court will consider the evidence of actual losses, which may include lost profits, a decrease in brand value, and investigation costs, among others. While courts have been traditionally conservative in awarding large sums without clear proof, damages awards against counterfeiters can still be significant if the volume of sales is proven. UAE law also allows for moral damages to be awarded for harm to reputation or goodwill.
  • Ancillary orders: The court may order the publication of the civil judgment at the defendant’s expense (similar to criminal cases) or the cancellation of a conflicting business name or trade license if, for instance, the defendant’s trade name infringes the plaintiff’s trademark. In some cases, the court can also order the closure of the defendant’s business (though, again, this is rare in civil cases).
  • Costs: The losing party can be ordered to pay court fees and a portion of the prevailing party’s legal costs. Full attorney fee recovery is uncommon, but partial costs (and expert fees) are often awarded.

4.6. Preliminary/Interim Measures

UAE law provides several preliminary or interim remedies that a trademark owner can leverage at the early stages of an anti-counterfeiting action, even before a full trial. The main interim tools include:

  • Judicial Precautionary Measures: Under Article 47 of the Trademark Law (and mirrored in Civil Procedure rules), a rights holder may petition the court for urgent measures before or during a case. These can include descriptive seizure (Anton Piller order), asset freezing/attachment, travel bans, and interim injunctions to cease sales.
  • Descriptive Seizure (Anton Piller order): The Court authorizes an ex parte search and seizure at the defendant’s premises to list and impound counterfeit goods, packaging, machinery, and related documents. This is essentially a civil raid carried out by court bailiffs, often with police assistance, to secure evidence and goods.
  • Asset Freezing / Attachment: The court can order a garnishment or attachment of the defendant’s property (e.g., freezing bank accounts or confiscating proceeds from sales of counterfeits) to ensure funds will be available to satisfy a judgment. This is especially useful if there’s a risk that the counterfeit seller will hide or dissipate assets.
  • Travel Ban: In some criminal cases, authorities may impose a travel ban on the suspects to prevent them from fleeing the country during the investigation and trial. While not a remedy per se, it is a precautionary step frequently used in significant counterfeit cases involving foreign suspects or extensive fraud.
  • Interim Injunction to Cease Sales: A court can order the defendant to stop selling or distributing the alleged counterfeit goods immediately, pending the outcome of the case. This acts like a temporary restraining order to halt ongoing infringement.

The competent civil court usually grants these orders on an urgent basis. Importantly, suppose an ex parte order is given (without the defendant present). In that case, the defendant must be served and has the right to contest the order within a short period (typically 15 days). The court will then decide whether to uphold or cancel the interim measure. Additionally, the plaintiff must file the substantive lawsuit within 20 days if the order was obtained before filing the case, to maintain the validity of the order.

  • Customs Suspensions: When a recorded trademark triggers a border detention, that detention is essentially an interim measure. Customs will suspend the release of the goods for a fixed period (between 3 and 10 days) while the rights holder decides whether to take further action. If the brand owner confirms the goods are counterfeit and files a formal complaint (criminal or civil) within that period, Customs will continue to hold the goods until the case is resolved. If no action is taken, the goods are released as a default. Thus, prompt legal follow-up is necessary to convert a customs administrative hold into a longer-term seizure through a court or prosecutor’s order.
  • Administrative Closure Orders: Economic Departments can issue immediate closure orders for stores selling fakes (especially for repeat violators). For example, Dubai Economy officials have the power to padlock shops for a specified period if they are caught multiple times trading in counterfeit goods. Such closures serve as interim punishment and a means to stop further sales while the matter is being resolved.

The UAE courts and authorities generally recognize the need for urgency in IP enforcement, provided the trademark owner can present clear evidence of infringement and a valid registration.

4.7. Criminal Enforcement and Remedies

Under UAE law, trademark counterfeiting is a criminal offense, and the revised Trademark Law of 2021 imposes significantly stricter penalties than the previous regime. Article 49 of the Federal Trademark Law (No.36/2021) provides that anyone who commits acts of trademark counterfeiting or piracy, such as forging a registered trademark, knowingly using a counterfeit mark for commercial purposes, or using another’s trademark in bad faith, is subject to imprisonment and/or a fine between AED 100,000 and AED 1,000,000. This is a significant increase from the previous minimum fines of AED 5,000. The Trademark Law of 2021 further specifies that if the offender reoffends, the penalties can be doubled, and the court may order the closure of the business for up to 6 months in addition to the other penalties.

Article 50 of the Trademark Law targets those who sell, offer for sale, or possess counterfeit goods for sale with knowledge of their counterfeit nature. Such offenses are punishable by up to 1 year imprisonment and/or fines between AED 50,000 and AED 200,000. Repeat offenders under this provision also face double penalties. These graduated penalties aim to punish large-scale counterfeit producers more severely, while still penalizing distributors and sellers of fake goods.

In addition to fines and imprisonment, the criminal courts in the UAE can order various remedial measures upon conviction, including:

  • Confiscation and destruction of the seized counterfeit goods (this is standard; courts will almost always order destruction of fakes to prevent them returning to the market). Destruction may also extend to the packaging, labels, and even the equipment or machinery used to produce the counterfeits. The court’s destruction order is often executed under official supervision, sometimes with the involvement of the brand owner to verify the items.
  • Publication of the judgment at the offender’s expense in local newspapers or the Official Gazette. This penalty is discretionary, used in cases where publicizing the outcome is deemed a further deterrent or a way to inform the public (and other counterfeiters) of the consequences. It can also serve to rehabilitate the brand’s reputation by signaling enforcement.
  • Business closure orders: Courts may order the offending establishment to be closed for a period (up to six months is provided in law), especially for egregious cases or repeat offenders. Although this remedy is provided by law, it is relatively rare in practice, but remains a possibility for serious infringements.
  • Additional sanctions: Under the Commercial Fraud Law, which often runs in parallel for cases of trafficking in fake goods, a convicted supplier might face administrative sanctions as well, such as revocation of trade licenses. The Commercial Fraud Law itself provides up to 2 years imprisonment and fines (AED 250,000 for individuals, up to AED 1 million for companies) for dealing in counterfeit or fake goods. These penalties can be used in conjunction with the Trademark Law penalties when charges are brought under both laws.

Conclusion


The UAE has developed a relatively comprehensive legal and institutional framework to address counterfeiting, with mechanisms available at the border, in physical markets, and online. While challenges remain, the UAE continues to lead the region in developing institutional tools for brand protection.

An effective anti-counterfeiting strategy in the UAE requires a multi-prong approach, combining border controls, administrative actions, and judicial proceedings. Criminal cases can disrupt large-scale operations, while civil litigation offers a path to compensation and injunctive relief. In practice, pursuing both routes in parallel is often necessary to exert meaningful pressure on infringers.

With the growing significance of digital commerce, online enforcement has become increasingly important. Brand owners are encouraged to actively monitor digital channels and initiate takedown procedures in conjunction with conventional enforcement efforts.

Although significant tools exist, the effectiveness of enforcement in the UAE depends heavily on proactive rights holder engagement and close coordination with local authorities. Continued vigilance and strategic use of available mechanisms are essential for navigating the enforcement landscape.

Notes


  • The authors would like to thank Imad El Badawi, Head of MENA Brand Protection at United Trademark & Patent Services, for his review and comments on the article.
  • This article addresses only physical-market and border enforcement mechanisms in the United Arab Emirates. Matters relating to online infringement and digital enforcement fall outside the scope of this analysis.

References