New UAE Dirham symbol: All dos and don'ts you must know for correct use and official compliance

The new UAE dirham symbol blends national heritage with modern design, featuring a "D" with two lines for physical currency and a circular ring for its digital version / Image (X)
On March 27, 2025, the UAE unveiled a new symbol for its national currency, the dirham. A blend of national heritage and modern design, the symbol represents not just the UAE's financial stability but also its vision to strengthen its role in the global economy.
Unveiled by the Central Bank of the UAE (CBUAE), the symbol features the English letter "D" flanked by two horizontal lines, inspired by the UAE flag, signifying the dirham's enduring strength. The design, rooted in classical Arabic calligraphy such as Thuluth and Diwani, reflects elegance and authority through its sweeping curves and pointed endings. The Digital Dirham symbol takes this a step further, incorporating a circular ring around the "D", symbolising security, continuity, and the UAE's forward-looking financial ecosystem.
The use of the UAE flag's colours in the digital design reinforces national pride, while the circular motif signifies a tokenised, blockchain-based currency, aiming to enhance global connectivity and transactional efficiency.
As part of this launch, local authorities have provided clear guidelines on how the symbol should be used across various platforms to maintain consistency and clarity.
Where the Dirham Symbol Should Be Used
The authorities emphasize consistent application of the symbol across both physical and digital platforms to maintain clarity and coherence in financial communications. Here's where the symbol is intended to appear:
Physical currency
: Printed on banknotes and coins.
Cheques, invoices, and receipts
: Displayed to represent amounts clearly.
Point of Sale (POS) systems and Automated Teller Machines (ATMs)
: For transaction displays.
Online and in-store price tags
: Ensuring price visibility and uniformity.
Financial apps and accounting systems
: Used within user interface (UI) fields for clarity.
Where the Symbol Should Not Be Used
The guidelines also specify clear restrictions to avoid misuse or dilution of the symbol's meaning:
It should not be used as a logo or branding element.
Avoid using it on splash screens or headers.
When writing amounts in words, always use 'Dirhams' instead of the symbol.
How to Use the Dirham Symbol Correctly
Keyboard Placement:
The symbol is assigned to the number 6 key on keyboards for easy access.
Placement Rules
In single-language contexts, the symbol should be centered relative to the number.
In dual-language contexts, place the symbol in the top-left corner.
Maintain a minimum clear space of 2mm around the symbol to preserve visibility.
On Cheques
In the 'amount in figures' field: place the symbol before the numeric value, keeping the symbol the same size and weight as the numbers.
In the 'amount in words' field: spell out 'Dirhams' rather than using the symbol.
On Receipts
Place the symbol before the numeric value.
Use the same font, size, and weight for consistency.
Text should be in English, right-aligned, with appropriate spacing.
On Price Tags
The symbol should appear directly before the numeric value.
Keep the font, size, and weight consistent.
Use either the symbol or 'AED' (the currency code), not both.
Maintain clarity and legibility, especially in busy retail settings.
Dos and Don'ts for Using the Dirham Symbol
Dos:
Maintain the shape and direction of the symbol relative to the text.
Ensure proportional spacing and size in relation to numerals.
Use sufficient contrast so the symbol is easily readable.
Use either the symbol or 'AED,' but not both together.
Always position the symbol to the left of the numerals.
Keep a clear space around the symbol to avoid crowding.
Respect the geometry and proportions of the symbol in all uses.
Don'ts:
Do not distort or alter the symbol in any way.
Avoid combining the symbol with 'AED.'
Do not reduce contrast or add any decorative elements that could obscure the symbol.
Avoid incorrect positioning or sizing, such as placing the symbol after numerals or making it disproportionately large or small in a way that diminishes the clarity of the symbol.
As the Central Bank of the UAE (CBUAE) moves forward with the digital transformation of the dirham, the guidelines for the new symbol are a crucial step toward harmonizing physical and digital currency usage. The Digital Dirham, expected to launch for retail use in late 2025, will be issued through licensed financial institutions like banks, exchange houses, and fintech companies. This digital version will utilize blockchain technology to enhance security, reduce transaction costs, and streamline cross-border payments, offering instant, secure settlements with smart contract capabilities for multi-party transactions. Integrated into a secure wallet and smart contract–enabled platform, the Digital Dirham will support retail, wholesale, and cross-border payments, providing a seamless and convenient user experience across various transactions.
This move is part of the UAE's broader strategy to establish the dirham as a leading global currency, underpinned by the nation's recent adherence to the FX Global Code. As the first central bank in the Arab region to join this code, the CBUAE is bolstering the dirham's credibility by committing to best practices in currency trading, reinforcing transparency, market integrity, and ethical standards. These developments signal a new chapter for the dirham, not only strengthening its role in the UAE's financial ecosystem but also positioning the currency to play a more influential role in the global digital payments space.

Try Our AI Features

Explore what Daily8 AI can do for you:

Learn with AIFact CheckingText to SpeechAI Summary

Related Articles

Indian Express

10 hours ago

• Indian Express

Inside the Maran family feud: Will the fight over Sun TV empire singe DMK?

One of Tamil Nadu's most powerful political and business dynasties, the Maran family is now at the centre of a rare, public rupture that threatens not only its reputation but also the image of the DMK, the party it has long been tethered to. At the heart of the rift is a legal notice that DMK MP and former Union Minister Dayanidhi Maran has issued to his elder brother and media baron Kalanithi, accusing him of fraudulent share allotments and corporate misgovernance in their flagship company Sun TV Network Limited. Sun TV Friday responded to media reports stemming from the notice. In a filing to the stock exchanges under SEBI Regulation 30, the company stated, 'The alleged matter dates back to 22 years, when the company was a closely held private limited Company. The statements allegedly made in the articles are incorrect, misleading, speculative, defamatory and not supported by facts or law. We wish to inform you that all acts have been done in accordance with legal obligations and the same had been duly vetted by concerned intermediaries before the public issue of the Company.' The company said the dispute 'does not have any bearing on the business of the Company or its day-to-day functioning' and emphasised it was a personal matter between members of the promoter family. Still, the damage may already be done. A senior DMK functionary called the dispute 'deeply embarrassing not only for the Marans, but for the party as well'. According to top party sources, DMK president and Tamil Nadu Chief Minister M K Stalin attempted to mediate between the Maran brothers on at least two occasions in the past three months. 'Even their sister Anbukkarasi was ready for a compromise as Stalin suggested. Kalanithi was also open. But Dayanidhi refused to listen. He took the legal route, ignoring the larger political consequences. When brothers fight over thousands of crores, people will begin asking how they made this much money, eventually putting DMK at the receiving end,' said a DMK source. The roots of the family's influence lie in the life and career of Murasoli Maran (1934-2003), the trusted nephew of DMK patriarch M Karunanidhi. Maran was a key architect of the DMK's outreach to the national political stage, serving as its voice in New Delhi for decades. Fluent in both Tamil and English, he was widely respected as the party's strategist and troubleshooter in coalition-era politics. From his early days of helping Karunanidhi in film productions, writing, and as the editor of Murasoli, the party's Tamil daily, to his later role as Union Minister in multiple Central governments, Maran left an imprint that extended far beyond Tamil Nadu. He served as the Minister for Commerce and Industry from 1999 to 2003 in Atal Bihari Vajpayee's NDA government. He was also known for his accessibility, and for those who could not directly reach Karunanidhi, he was the gateway. Kalanithi, his elder son, began with a small video business called Poomalai, producing and selling private programs on VHS cassettes. In 1993, he launched Sun TV, which initially broadcast from Singapore. The timing was impeccable as, at the time, India was transitioning from the Doordarshan monopoly to the cable revolution. Sun TV quickly became synonymous with Tamil entertainment, and 'taking a Sun TV connection' became a household phrase. With the backing of the DMK and a knack for market instincts, Kalanithi built the Sun Group into one of India's largest regional media empires, spanning television, radio, print, sports, cinema, and aviation. His Sumangali Cable Vision (SCV) network also drew attention when the Karunanidhi regime introduced free colour televisions, a move seen by critics as beneficial to the company. Yet, Kalanithi's political neutrality served him well. 'He maintained a corporate image and stayed away from party politics, even though Sun News editorially leans toward Dravidian ideology,' said a media industry insider. That approach helped him avoid regulatory entanglements and expand operations across southern India. In contrast, Dayanidhi entered politics through his father's legacy. Educated at Loyola College, he was seen as a modern, business-savvy face in the DMK. As Telecom Minister (2004–2007), he pushed for lower call rates and foreign investments. But his tenure was later mired in allegations: first in the 2G spectrum case, then the Aircel-Maxis deal, and finally the telephone exchange scandal. Though acquitted in several instances, his political capital steadily declined. In 2007, the Marans' newspaper Dinakaran published a survey asking readers who should succeed Karunanidhi. Stalin topped the poll, Dayanidhi came second, and M K Alagiri, Stalin's elder brother, came third. Furious at the result, Alagiri's supporters attacked the Dinakaran office in Madurai. Three employees of the newspaper died in the violence, marking one of the lowest points in the DMK's history. Karunanidhi was in the Assembly when he was informed of the attack, with a state intelligence officer passing on the message in a half-page handwritten note in Tamil. The CM reportedly began correcting spelling mistakes in the note, with the reaction read by many as his cold detachment. With Kalanithi backing Dayanidhi, who was widely blamed for the poll, the incident created a long rift between the Maran brothers and DMK's first family. The legal notice by Dayanidhi alleges Kalanithi allotted himself 12 lakh equity shares in Sun TV in 2003 at a face value of Rs 10 each, without proper approval and at a time when their father was in a coma. The move, the DMK MP alleges, gave Kalanithi a 60% stake and reduced the holdings of the Maran and Karunanidhi families from 50% each to 20%. 'Karunanidhi would have settled this. Stalin isn't that type,' said a DMK minister. The notice also claims that the shares, worth over Rs 3,500 crore at fair market value, were acquired for just Rs 1.2 crore, and Kalanithi later misused company resources to enrich himself. It lists possible violations under corporate law, the Indian Penal Code, and the Prevention of Money Laundering Act. Sun TV pushed back firmly Friday, calling the accusations 'defamatory' and stating that 'all acts have been done in accordance with legal obligations … duly vetted before the public issue of the company'. DMK insiders see Dayanidhi's move as a political gamble with little upside. 'He is isolated now. Udhayanidhi Stalin (the CM's son) is his only link to the leadership now. And even that window may be closing soon,' said a party insider.

Time of India

11 hours ago

• Time of India

Saved 6.1 mn users from online fraud in Jharkhand-Bihar circle, claims Airtel

Ranchi: Telecom major Bharti Airtel on Friday claimed it protected over 6.1 million users in Jharkhand and Bihar from falling prey to online fraudsters within 37 days of launching its nationwide AI-powered fraud detection system. The company announced significant progress in its mission to protect customers in Jharkhand and Bihar from rising online fraud. "As part of the nationwide rollout of its AI-powered fraud detection system, Airtel has successfully safeguarded more than 6.1 million users across the state within just 37 days of launching its advanced fraud detection system," Airtel said in a statement. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Sabonete que ajuda a escurecer os fios sem química viraliza entre homens e mulheres maduros. Cabelo e Barba grisalhos Saiba Mais Undo The advanced system scans and filters links across SMS, social media accounts, e-mails and other browsers, it said. This leverages real-time threat intelligence to examine over one billion URLs ( Uniform Resource Locators ) daily and blocks access to harmful sites in under 100 milliseconds. Live Events For instance, if a user receives a suspicious message that reads: "Your package is delayed. Track it here: ... And if the unsuspecting user clicks on the link, Airtel's system also clicks into gear. It instantly scans the link, and if flagged as suspicious, it blocks access. The user is redirected to a warning message that reads: "Blocked! Airtel found this site dangerous!" Commenting on the initiative, Sujay Chakrabarti, CEO of Jharkhand and Bihar, said, "We are confident that our solution will offer comprehensive protection to customers in Jharkhand against cyber threats, allowing them to explore the digital landscape with confidence." Fraudsters increasingly target users through phishing links, fake deliveries and spurious banking alerts, it said. The AI-driven platform delivers fraud warnings in the user's preferred language, including Hindi, making it highly effective for the state's diverse population. This multilingual support is especially impactful in districts with low digital literacy or where English is not widely used, the statement added. The solution operates silently in the background, requires no installation and is offered free of cost, it said.

Business Standard

15 hours ago

• Business Standard

Lights, camera, crisis? Hindi films struggle despite 27% box office jump

Film producers and distributors say the 27 per cent jump in all-India box-office earnings during the first five months of 2025 hides a much grimmer reality. Despite total receipts climbing to ₹4,812 crore from ₹3,791 crore a year earlier, industry insiders describe an 'existential' crisis and an atmosphere of 'nervousness' across the sector, The Economic Times reported. 'Are we looking at numbers or real growth? Last year was an election year. So, it seems there is growth in collection. There is a huge difference between film business in multiplexes and the B-class and C-class centres,' said Yusuf Shaikh, CEO and founder of Janta Cinema, quoted by The Economic Times. Lack of mass entertainers Shaikh mentions the theatres' core audience — the masses — now struggle to find 'credible mass entertainers' on screen. A veteran distributor said that the ritual of weekly movie-going has faded. He said that the audience, for whom watching films in theatres was a ritual, is missing. This has impacted the average opening and collection of Hindi films. Data from Ormax Media underscore the shift. Non-Hindi titles — ranging from English to various regional languages — accounted for 63 per cent of nationwide box-office takings between January and May, only slightly lower than the 67 per cent share logged a year earlier. Hindi films improved their share to 37 per cent, buoyed by hits such as Chhaava and Raid 2, The Economic Times report mentioned. Dependence on big-budget releases Yet a handful of successes cannot reverse broader structural issues, warns media-ech consultant Prashen Kayla. 'One or two hits do not promise change in the business situation. The Hindi film industry is disproportionately dependent on big-budget films. Today, the industry needs more successful mid-budget films,' he said, as quoted by the report. Aamir Khan calls OTT a threat to Hindi cinema Bollywood actor Aamir Khan expressed concern over the growing trend of releasing Hindi films on OTT platforms shortly after their theatrical debut. According to him, this practice undermines the theatrical business model, especially when going to the cinema is increasingly viewed as a premium experience rather than a regular habit. In a conversation with screenwriter and lyricist Javed Akhtar, the issue of Hindi cinema's disconnect with audiences was brought up. Akhtar pointed out, 'The [Hindi] films have lost all connectivity with the audience. Dubbed South Indian films, featuring stars who are unknown to audiences here in North India, are releasing and doing ₹600–700 crore business. Even the few of our films that end up working are also directed by people from the South. What happened to our people?' Khan responded that the challenge is not about regional differences. 'The problem we are facing is something different,' he explained. He criticised the current model of content distribution in the industry: 'Please come and consume our product. If you don't, we'll come and drop it off at your doorstep in eight weeks (through OTT platforms). This is our business model.' OTT platforms reshape viewing habits The rise of OTT platforms has fundamentally altered how audiences consume films. Viewers now prefer the flexibility and affordability of streaming content from the comfort of their homes. Unlike cinemas, OTT allows for on-demand access with features such as pause, rewind, and fast-forward. Subscription costs are also considerably lower than the expenses associated with a theatrical outing. Younger viewers, in particular, have embraced this shift, leading to a decline in habitual theatre-going. While theatres still offer a unique and immersive viewing experience, they have responded by enhancing their offerings — introducing high-end formats like IMAX, luxury recliners, and gourmet concessions — to attract audiences seeking something beyond the standard home setup.