Power of attorney for a UAE company manager

Identify the entity, jurisdiction, licence and current constitutional documents. Mainland and free-zone entities can have different management arrangements, and the current Companies Law includes amendments that must be considered. Establish the manager’s existing role and the person or body empowered to delegate further authority before choosing a document format.

Compare the registered information with the company’s internal practice. A person who signs regularly may not have the authority assumed by colleagues, while an old director or manager may remain in institutional records. Resolve discrepancies. The appointment should reflect valid governance rather than attempt to conceal or bypass a missing corporate approval.

Map the manager’s work into contracts, personnel, licensing, regulatory communication and finance. Identify which receiving organisations require a POA and which use their own mandate or authorised-signatory process. This prevents the business from issuing one expansive document for tasks that need different records or institutional approvals.

Consider transaction value, contract duration and the ability to bind the company to unusual obligations. Routine purchasing authority may not imply permission to sell core assets or give guarantees. Use a clear approval and reporting process alongside a legally suitable scope. Internal limits and the formal instrument should be coordinated with advice on their effect.

Keep a delegation register showing the certified document, supporting approval, institutions notified and the manager responsible. Record significant actions and report exceptions to the appropriate decision maker. This makes an operational limit usable in practice and helps the company review whether the authority still fits its work, rather than relying on a document nobody maintains.

Borrowing, security, guarantees, ownership changes, major asset transfers and settlement may need separate consideration. Check the constitution, shareholder agreement and relevant law before delegation. The manager should understand which decisions require directors, shareholders or other approval. Notarisation does not itself supply an approval the company never validly gave.

Bank authority deserves its own review. An institution can require account-specific mandates, signatures and due diligence despite a broad POA. Similarly, immigration or licensing channels may recognise particular representatives. Confirm acceptance for actual tasks rather than promise the manager can transact everywhere merely because a certified document names them.

Prepare identity and corporate capacity evidence, including current licence and relevant resolutions. Follow the appropriate notarial route and any foreign-document requirements. Keep the certified power together with the decision authorising it and a record of where it is used. Review wording with the manager’s employment or service responsibilities without treating those contracts as identical authority instruments.

Update the arrangement after changes in ownership, management, borrowing or business activity. When a manager leaves, handle revocation or replacement and institutional notifications appropriately. Account access and signatory records may need separate changes. Preserve the authority history and handover record so ongoing contracts and approvals can be traced.