Buying a Franchise in the UAE: Securing Your Training and Operational Support Rights

When buying a franchise in the UAE, a well-known brand is not enough if your team does not know how to run the business to its standards. In franchising, the transfer of know-how and practical support are a core part of what you pay for. So do not treat the phrase ‘comprehensive training and ongoing support’ as a sufficient guarantee. Before signing, turn it into clearly defined services, with verifiable schedules, costs and responsibilities.

Understand what the law protects and what the contract must establish

The UAE has no standalone federal law governing franchising as a separate contractual category, nor a mandatory franchise-specific disclosure regime that automatically specifies the training and support a buyer must receive. Depending on its nature, the relationship is governed by the general rules of civil transactions and commercial transactions law, including Federal Decree-Law No. 50 of 2022, alongside other relevant legislation.

Federal Law No. 3 of 2022 on the Regulation of Commercial Agencies may apply where the relationship meets the requirements for a registered commercial agency. However, buying a franchise does not automatically mean it is registered as an agency, and the title of the agreement alone does not establish that legal status. Seek local legal advice to determine which rules apply, rather than assuming that commercial agency protections will compensate for vague training obligations.

In practice, do not assume that every franchise is subject to a fixed statutory number of training hours or support visits. Your detailed rights need to be clearly set out in the contract, taking account of mandatory legal rules and the principles of performing contracts in good faith. If important promises are made during negotiations, include them in the agreement or a signed schedule rather than relying on marketing materials.

Test the brand’s ability to transfer know-how before buying

Start by requesting an actual sample training programme, not a list of broad headings. It should identify the intended participants, the content of each stage, how training is delivered, the trainers’ qualifications and how trainees are assessed. Distinguish between introducing the investor to the business model and preparing the manager and staff to run the outlet day to day: the former is no substitute for the latter.

Ask how the programme is adapted for operations in the UAE. Is it suitable for the language your team uses? Does it cover local procedures relevant to the business, or is it limited to practices in the brand’s home country? Brand training does not replace checking local regulatory requirements, but it should not lead your team to follow procedures that are incompatible with them.

Ask to speak to existing franchisees where possible, and focus on questions that allow meaningful comparisons:

• Was the training delivered on time and with the agreed content?
• Was the trainer available during the actual opening?
• Which problems required assistance, and how did the franchisor respond?
• Were there additional training or visit charges that had not been made clear?

A lengthy operations manual is not proof of effective training. Request a demonstration or an introductory session on the training approach, subject to confidentiality requirements, then assess whether it develops practical skills or simply presents instructions.

Add a training schedule that links costs to delivery

Make the training schedule part of the binding contractual documents, specifying what is included in the franchise fee and what costs extra. It should distinguish between trainers’ fees, travel, accommodation, local transport, translation and training materials, and state who pays for each item and how expenses are approved before they are incurred.

To make delivery measurable, document the following:

• Scope: The roles covered, number of participants, and required topics and skills.
• Timetable: The start date, duration, location, and whether training is in person or remote.
• Successful completion: Assessment criteria, who decides whether participants have passed, and how results are recorded.
• Further training: The grounds for requiring additional training, its cost and available dates.
• Postponement: Each party’s responsibilities if the trainer is absent or the team cannot attend.

Pay particular attention if opening is conditional on the franchisor approving staff readiness. Request objective criteria and a deadline for the assessment, so that approval cannot remain pending indefinitely without clear limits. Negotiate a process for remedying training shortfalls attributable to the franchisor, such as delivering any outstanding training without additional fees.

You can also negotiate for part of the training payment to be linked to delivery of specific stages, if both parties agree. This is a suggested contractual safeguard, not an automatic legal right, and it does not justify unilaterally withholding payments beyond what the contract and the law permit.

Define post-opening support and how shortfalls will be addressed

Ongoing support needs its own definition, separate from initial training. Specify the contact person, channels for requesting help, support hours suited to UAE time and the language to be used. Distinguish between the time allowed to acknowledge a request and the time allowed to provide a practical response: acknowledging receipt does not mean the problem has been resolved.

Categorise requests according to their operational impact, and agree an escalation process if responses are delayed or absent. Also specify which visits are included, the reports they should produce, training when procedures are updated, and whether training replacement staff attracts a charge. Do not leave ‘support as needed’ undefined: state who determines the need and who bears the cost.

Keep records of training, attendance, assessments, support requests and responses. If the franchisor falls short, follow the agreed notice and remedy procedures, and consult a lawyer before stopping payments or seeking to terminate the relationship. Inadequate support does not automatically entitle you to a refund of all fees.

Practical takeaway: Before signing, request a schedule that answers five questions: what will be provided, to whom, when, at what cost, and what happens if it is not provided? If the answers remain verbal, you have not yet defined the value of the training and support you are buying.