
GEMS Education launches GEMS School Management GSM to deliver world-class schools globally; in advanced talks in eight different markets
New service will build and operate exceptional schools for school groups, governments, investors, and developers
GSM introduces its proprietary ASPIRE model to enable rapid, turnkey school delivery around the world
Backed by GEMS Education's 65+ years of global expertise and successful outcomes in running high-performing schools
DUBAI, United Arab Emirates – July 2025 : GEMS Education today launched GEMS School Management GSM , a bold new venture designed to deliver exceptional, future-ready schools in partnership with governments, investors, developers, school groups, and communities worldwide.
The programme has already attracted considerable interest and is in advanced talks with customers in eight different markets with more inquiries coming in.
Built on more than 65 years of excellence in global K-12 education, GSM offers complete end-to-end solutions – from school design, curriculum planning and operations to staffing, training, systems integration and safeguarding.
Whether creating new schools or transforming existing ones, GSM will deliver end-to-end solutions. At the heart of GSM is its proprietary ASPIRE model – a 'school-in-a-box' framework developed by leading educators across GEMS' global network.
ASPIRE empowers partners to quickly deploy fit-for-purpose schools – be they British, American, International Baccalaureate (IB), Indian or local curriculum – that meet the highest international standards while reflecting community needs.
Each model includes curriculum plans, architectural guidance, recruitment and training, technology infrastructure, and hundreds of pre-developed operational systems and processes.
GSM is designed to take the complexity out of launching or elevating a school for its customers. From safeguarding protocols and inclusive education practices to data systems, marketing strategies, and timetable frameworks, GSM provides every element required to open a high-quality school – even within a 12-month timeframe.
Partners benefit from GEMS' ability to recruit top-tier educators, deliver staff training, and provide digital systems that support teaching, learning, and parent engagement.
Robert Tarn CBE , Managing Director of GEMS School Management, said at the global launch of GSM: 'We're working with partners who want more than just good schools – they want schools that set benchmarks. GSM brings the full force of the GEMS ecosystem to the table – from outstanding educators and global best practice to fully costed, turnkey models.
'Whether you're a government, a developer, or a school group seeking to scale or improve outcomes, we are ready to help you deliver.'
He added: 'Our partners often have the vision, the site, and the capital – what they need is deep educational expertise. That's where GSM comes in. We've done the thinking, built the model, and can be ready to open a high-impact school – with the right team, systems and students – in as little as 12 months.'
Crucially, GSM is designed for flexibility. Partners can select from multiple curriculum-aligned models – from premium British or American schools to mid-market Indian or IB schools – each customisable to the social, regulatory, and financial landscape of the location.
In addition to new builds, GSM also offers bespoke enhancement contracts for existing schools and systems, helping them scale, improve, and benefit from GEMS' economies of scale and procurement advantages.
Sunny Varkey, Chairman and Founder of GEMS Education, said: 'Every child deserves access to world-class education, no matter where they are. GSM is how we share our legacy, our expertise, and our belief in education's power to change lives with partners who share our vision. Together, we will build schools that shape not only futures, but nations.'
From premium schools in capital cities to affordable community schools in under-served areas, GSM offers adaptable models and tailored contracts that meet specific regulatory, cultural, and educational goals.
About GEMS School Management GSM
GEMS School Management (GSM) is the global advisory and operations arm of GEMS Education, established to deliver world-class K-12 schools in partnership with governments, investors, developers, and school groups.
Backed by over 65 years of GEMS' educational expertise, GSM offers a comprehensive 'school-in-a-box' solution that includes school design, curriculum planning, recruitment, training, technology integration, safeguarding, and operational systems.
At the heart of GSM is its proprietary ASPIRE model – a turnkey framework enabling the rapid delivery of high-performing schools across a range of curricula including British, American, IB, Indian, and national systems. Designed for both new builds and the transformation of existing schools, GSM's flexible, fully costed solutions are tailored to meet local needs while adhering to the highest international standards.
GSM is currently in advanced discussions across eight international markets, supporting visionary partners to build and operate schools that set new educational benchmarks.
About GEMS Education:
Every day, GEMS Education has the privilege of educating more than 200,000 students from over 176 countries through its owned and managed schools around the world. With nearly half a million alumni who have influenced countless lives, GEMS is recognised as one of the most impactful education groups globally.
Founded in the UAE in 1959, GEMS Education is the largest and most respected K–12 private education group in the world, with a track record of providing diverse curricula and educational opportunities to families from all socio-economic backgrounds.
What began as a single school in a private home in Dubai remains a family business to this day. Its inspiring Chairman and Founder, Sunny Varkey, and his sons, Dino Varkey, the Group Chief Executive Officer, and Jay Varkey, the Deputy Group Chief Executive Officer, continue to provide vision, insight, and strategic leadership across the organisation.
Through its growing school network and philanthropic initiatives, GEMS is committed to fulfilling its vision of putting a quality education within the reach of every learner, everywhere.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Al-Ahram Weekly
3 hours ago
- Al-Ahram Weekly
Illusions of a US-Iran reset - World - Al-Ahram Weekly
The clash of national narratives — resistance versus containment, sovereignty versus hegemony — renders a grand bargain between the US and Iran all but impossible For decades, the spectre of a transformative agreement between the US and Iran has loomed over the geopolitical landscape like a mirage, enticing yet perpetually out of reach. The idea of a 'grand bargain' that could reshape the Middle East, end enduring hostilities, and integrate Iran into the regional and global order has re-emerged following the recent 12-day war involving Iran, Israel, and the US. Despite sporadic signals suggesting diplomatic momentum, the structural and ideological divides between Tehran and Washington remain too vast. Recent events have only reaffirmed the deep-seated barriers that have consistently thwarted meaningful engagement. Last week, while announcing the ceasefire between Iran and Israel, US President Donald Trump struck an unusually conciliatory tone: 'On the assumption that everything works as it should, which it will, I would like to congratulate both Countries, Israel and Iran, on having the Stamina, Courage, and Intelligence to end what should be called 'THE 12 DAY WAR,'' he posted on social media. Trump claimed US strikes had 'completely obliterated' three of Iran's nuclear sites, effectively neutralising its nuclear ambitions. However, intelligence from both American and European sources contradicted this claim. According to US officials, the strikes may have delayed Iran's programme by a few months, falling short of any strategic setback. The US network CNN later reported, citing anonymous officials, that the Trump administration was considering a proposal to entice Iran back to the negotiating table. The plan involved facilitating access to up to $30 billion for developing a civilian nuclear programme, easing select sanctions, and releasing $6 billion in frozen Iranian assets. Quiet negotiations reportedly occurred between US, Middle Eastern, and Iranian officials even as Israeli military operations were ongoing. Officials stressed the preliminary nature of the discussions, which centred on one non-negotiable US demand: a complete halt to uranium enrichment. Tehran has consistently rejected this condition. The US also stipulated that the proposed funds would not be provided directly by Washington, but rather by Arab allies in the Gulf. This apparent thaw in relations was fleeting. Days later, Iranian Supreme Leader Ayatollah Ali Khamenei adopted a defiant tone in a televised address. 'The Islamic Republic slapped America in the face… It did not manage to do anything important to our nuclear facilities,' he declared, accusing Trump of exaggerating the impact of the strikes. Khamenei went further, claiming 'total victory' over Israel and suggesting that the US intervention stemmed from fear that 'the Zionist regime would be totally annihilated' otherwise. Trump responded with characteristic bluntness. 'You're a man of great faith. A man who's highly respected in his country. You have to tell the truth. You got beat to hell,' he said during a White House press conference. When asked whether the US would strike again if Iran resumed nuclear activity, he replied, 'sure, without question. Absolutely.' He added that any plans to lift sanctions were immediately shelved following Khamenei's remarks. Iran's Foreign Minister Abbas Araghchi fired back, urging Trump to 'abandon his disrespectful tone' if he hoped to reach any sort of agreement. 'The great and powerful Iranian people, who showed the world that the Israeli regime had to run to 'Daddy' to avoid being flattened by our missiles, do not take kindly to threats and insults,' he said. Several factors contributed to the swift collapse of the diplomatic momentum. Chief among them is mutual mistrust hardened by decades of hostility. Tehran views US proposals as fundamentally unreliable, especially after Washington's unilateral withdrawal from the 2015 Joint Comprehensive Plan of Action (JCPOA) despite Iran's verified compliance by the International Atomic Energy Agency (IAEA). For Iran, that betrayal underscored the belief that Washington cannot be trusted to honour its commitments. 'A person would have to be willfully blind to the last half-century of regional history to believe that the US and Israel are sincerely prepared to turn the page on their enmity towards the Islamic Republic,' a reformist Iranian politician with close ties to President Masoud Pezeshkian told Al-Ahram Weekly. From Washington's perspective, Iran is a duplicitous actor using diplomacy to buy time while advancing covert nuclear and ballistic missile programmes. Tehran's recent decision to bar IAEA inspectors only deepened US suspicions. Hardliners in the Trump administration interpret Iran's refusal to forgo enrichment as undeniable evidence of bad faith. Reflecting these internal divisions, Senator Lindsey Graham emphasised in the newspaper Israel Hayom that future talks must rest on three core demands: Iran must renounce nuclear weapons, end all enrichment, even for civilian use, and overhaul its regional policies, including support for proxy forces in Lebanon, Iraq, and Yemen. Graham also insisted that Iran recognise Israel's right to exist. Graham suggested that the recent strikes strengthened Israel's position, arguing that the Gulf states were now better positioned to push for a broader peace. He even speculated that Lebanon and Syria could soon join the normalisation wave with Israel. However, Iran and the US remain at odds on what regional stability should look like. Washington insists that Iran scale back its missile programme and withdraw support for regional proxies. Iran, conversely, sees these as pillars of national defence and strategic deterrence. These are not tactical disputes: they are diametrically opposed worldviews on power, legitimacy, and sovereignty in the region. 'We have received indirect messages from Washington, conveyed through regional intermediaries,' the Iranian politician said, 'outlining a clear set of conditions: if Iran renounces its nuclear ambitions, halts enrichment, restricts its missile programme, and changes its regional posture, then sanctions might be lifted.' But he criticised the imbalance in expectations. 'These demands are met with deafening silence regarding Israel's own obligations. There is no mention of a Palestinian state, no end to the genocide in Gaza, and no talk of Israeli withdrawal from occupied Lebanese and Syrian lands or of Israel's own nuclear arsenal.' 'It feels less like an invitation to peace,' he concluded, 'and more like a demand for surrender, an arrangement devoid of mutual respect or any shared vision for collective security.' Domestic politics on both sides further inhibit diplomacy. In Iran, the postwar climate has bolstered hardliners. Parliament swiftly passed legislation suspending all nuclear cooperation with the IAEA, reinforcing the belief that engagement with the West only leads to betrayal. In the US, Trump's foreign policy continues to be shaped less by strategic planning and more by his desire to project strength. His flirtation with outreach to Iran may have been a trial balloon quickly grounded by backlash from within his administration and base. The path to improved relations is precarious. Iran is reportedly rebuilding its centrifuge infrastructure, with satellite imagery showing renewed activity at Fordow and Natanz. Still, scenarios for limited diplomacy persist. Iran could permit conditional IAEA access under revised terms, while the US might offer phased sanctions relief tied to verifiable enrichment limits. A stricter successor to the JCPOA remains possible though unlikely. The European nations, particularly France, Germany, and the UK, are actively seeking a diplomatic compromise, worried that any failure to do so could reignite full-scale conflict among Iran, Israel, and the US within months. In Israel, officials interpret the ceasefire not as a conclusion but as the start of a more dangerous chapter. Prime Minister Benjamin Netanyahu has portrayed what he sees as a 'victory' over Iran as a launching point for expanding peace agreements with the Arab states. As part of this regional initiative, US Ambassador to Turkey and Special Envoy to Syria Thomas Barak is reportedly working to normalise relations between Israel and Syria, now under Interim President Ahmad Al-Sharaa. Barak has voiced cautious optimism about a potential breakthrough. However, Israeli officials led by Defence Minister Israel Katz and Foreign Minister Gideon Sa'ar remain firm on maintaining sovereignty over the Golan Heights, buffer zones in Daraa and Quneitra, and the strategic Mount Hermon. These positions have triggered anger in Tehran, which views them as a ploy to extract sweeping political concessions after a military stalemate. 'How can such a disruption of the regional equilibrium be tolerated,' the Iranian politician asked. 'The American-Israeli vision demands absolute Israeli dominance across the Middle East. It implies the permanent annexation of Syrian and Lebanese lands, the erasure of Palestinian statehood, the mass displacement of Palestinians, and the dismantling of Iran's strategic deterrence. And in exchange, what does Israel offer? Nothing.' As it stands, the ideological divide between the US and Iran – resistance versus containment, sovereignty versus hegemony – remains unbridgeable. Any grand bargain, however enticing in theory, is stymied by entrenched narratives, regional rivalries, domestic pressures, and a deep mistrust that diplomacy alone cannot dissolve. The road ahead is littered with obstacles: crippling sanctions that fuel Iranian defiance, a maze of proxy wars, and fundamentally opposed visions of the future of the Middle East. The stakes are high. The urgency is undeniable. And yet, the elusive 'grand bargain' that could redefine the region remains little more than a mirage glimmering on the diplomatic horizon and always just out of reach. * A version of this article appears in print in the 3 July, 2025 edition of Al-Ahram Weekly Follow us on: Facebook Instagram Whatsapp Short link:


Mid East Info
21 hours ago
- Mid East Info
GEMS Education launches GEMS School Management GSM to deliver world-class schools globally; in advanced talks in eight different markets
GEMS School Management offers a comprehensive 'school-in-a-box' solution for K-12 education New service will build and operate exceptional schools for school groups, governments, investors, and developers GSM introduces its proprietary ASPIRE model to enable rapid, turnkey school delivery around the world Backed by GEMS Education's 65+ years of global expertise and successful outcomes in running high-performing schools DUBAI, United Arab Emirates – July 2025 : GEMS Education today launched GEMS School Management GSM , a bold new venture designed to deliver exceptional, future-ready schools in partnership with governments, investors, developers, school groups, and communities worldwide. The programme has already attracted considerable interest and is in advanced talks with customers in eight different markets with more inquiries coming in. Built on more than 65 years of excellence in global K-12 education, GSM offers complete end-to-end solutions – from school design, curriculum planning and operations to staffing, training, systems integration and safeguarding. Whether creating new schools or transforming existing ones, GSM will deliver end-to-end solutions. At the heart of GSM is its proprietary ASPIRE model – a 'school-in-a-box' framework developed by leading educators across GEMS' global network. ASPIRE empowers partners to quickly deploy fit-for-purpose schools – be they British, American, International Baccalaureate (IB), Indian or local curriculum – that meet the highest international standards while reflecting community needs. Each model includes curriculum plans, architectural guidance, recruitment and training, technology infrastructure, and hundreds of pre-developed operational systems and processes. GSM is designed to take the complexity out of launching or elevating a school for its customers. From safeguarding protocols and inclusive education practices to data systems, marketing strategies, and timetable frameworks, GSM provides every element required to open a high-quality school – even within a 12-month timeframe. Partners benefit from GEMS' ability to recruit top-tier educators, deliver staff training, and provide digital systems that support teaching, learning, and parent engagement. Robert Tarn CBE , Managing Director of GEMS School Management, said at the global launch of GSM: 'We're working with partners who want more than just good schools – they want schools that set benchmarks. GSM brings the full force of the GEMS ecosystem to the table – from outstanding educators and global best practice to fully costed, turnkey models. 'Whether you're a government, a developer, or a school group seeking to scale or improve outcomes, we are ready to help you deliver.' He added: 'Our partners often have the vision, the site, and the capital – what they need is deep educational expertise. That's where GSM comes in. We've done the thinking, built the model, and can be ready to open a high-impact school – with the right team, systems and students – in as little as 12 months.' Crucially, GSM is designed for flexibility. Partners can select from multiple curriculum-aligned models – from premium British or American schools to mid-market Indian or IB schools – each customisable to the social, regulatory, and financial landscape of the location. In addition to new builds, GSM also offers bespoke enhancement contracts for existing schools and systems, helping them scale, improve, and benefit from GEMS' economies of scale and procurement advantages. Sunny Varkey, Chairman and Founder of GEMS Education, said: 'Every child deserves access to world-class education, no matter where they are. GSM is how we share our legacy, our expertise, and our belief in education's power to change lives with partners who share our vision. Together, we will build schools that shape not only futures, but nations.' From premium schools in capital cities to affordable community schools in under-served areas, GSM offers adaptable models and tailored contracts that meet specific regulatory, cultural, and educational goals. About GEMS School Management GSM GEMS School Management (GSM) is the global advisory and operations arm of GEMS Education, established to deliver world-class K-12 schools in partnership with governments, investors, developers, and school groups. Backed by over 65 years of GEMS' educational expertise, GSM offers a comprehensive 'school-in-a-box' solution that includes school design, curriculum planning, recruitment, training, technology integration, safeguarding, and operational systems. At the heart of GSM is its proprietary ASPIRE model – a turnkey framework enabling the rapid delivery of high-performing schools across a range of curricula including British, American, IB, Indian, and national systems. Designed for both new builds and the transformation of existing schools, GSM's flexible, fully costed solutions are tailored to meet local needs while adhering to the highest international standards. GSM is currently in advanced discussions across eight international markets, supporting visionary partners to build and operate schools that set new educational benchmarks. About GEMS Education: Every day, GEMS Education has the privilege of educating more than 200,000 students from over 176 countries through its owned and managed schools around the world. With nearly half a million alumni who have influenced countless lives, GEMS is recognised as one of the most impactful education groups globally. Founded in the UAE in 1959, GEMS Education is the largest and most respected K–12 private education group in the world, with a track record of providing diverse curricula and educational opportunities to families from all socio-economic backgrounds. What began as a single school in a private home in Dubai remains a family business to this day. Its inspiring Chairman and Founder, Sunny Varkey, and his sons, Dino Varkey, the Group Chief Executive Officer, and Jay Varkey, the Deputy Group Chief Executive Officer, continue to provide vision, insight, and strategic leadership across the organisation. Through its growing school network and philanthropic initiatives, GEMS is committed to fulfilling its vision of putting a quality education within the reach of every learner, everywhere.


See - Sada Elbalad
21 hours ago
- See - Sada Elbalad
The Reality and Future of Ongoing Settlements for Eastern Democratic Republic of Congo Crisis
Dr. Mohamed Mahmoud Abdelwahab The Democratic Republic of the Congo and Rwanda signed a peace agreement brokered by the United States to help end the fighting that has persisted for decades in eastern Congo. Washington's mediation does not come under the banner of 'for God and for humanity' as much as it grants the US government and its companies competitive advantages in accessing vital minerals in the region. President Trump stated in a press conference that he managed to broker a deal for one of the worst wars ever, and secured for the United States many mineral rights from the DRC. Meanwhile, US Secretary of State Marco Rubio described the move as a significant moment after 30 years of war. This aligns with estimates suggesting that Washington is primarily focused on increasing its economic benefits in eastern Congo. Media expect the agreement to pave the way for major American investments in energy and mining sectors, especially as Washington seeks to reduce its dependence on supply chains controlled by China. Eastern Congo is a strategic region due to the possession of 80% of the world's coltan reserves which is a metal used in the production of nuclear reactors. The majority of this wealth is concentrated in the eastern part of the country. Erik Prince who is a supporter of President Trump and founder of Blackwater recently agreed with the Congolese government to join a partnership in the vital minerals sector. This comes in parallel with notable Russian interest in energy projects in regional countries. Moscow recently signed an agreement with the Republic of the Congo to construct a pipeline extending from Pointe-Noire port to the capital, Brazzaville. Regarding international and media expectations of the agreement signed in Washington, some quickly promoted it as a major step to peace. This was reflected in remarks by Bintou Keita, Head of the UN Organization Stabilization Mission in the DRC, who said that the signing of the peace agreement between Congo and Rwanda is a significant step forward toward ending the conflict. Others took a more cautious view, considering it a step within ongoing peace efforts in the region. Rwanda's ambassador to the UN Security Council stated that although the road ahead is still long, the path to lasting peace in the Great Lakes region is now clearer than ever. Regional media coverage was generally balanced. Mohamed Tourshan, a researcher specializing in conflict and security issues in Africa, told Asharq Al-Awsat newspaper that the agreement reached between Rwanda and the DRC in Washington represents a historic agreement that could end years-long conflict. The agreement may represent an opportunity to achieve peace and stability in a region suffering from conflicts. However, the success of this agreement fundamentally depends on the seriousness and commitment of all parties. The international community is watching closely to see whether a deal will be signed between the Congolese government and the M23 rebel movement—especially as Rwanda announced on June 7, 2025, its intention to withdraw from the Economic Community of Central African States (ECCAS). The member states of this group account for 20.4% of Africa's area, and their proven oil reserves are estimated at about 31 billion barrels, 28% of Africa's total reserves. Former Congolese President Joseph Kabila adopted an opposing situation, describing the agreement as nothing more than a commercial deal and asserting that his country was not at war with the states appearing at the signing table. It can be said that this agreement did not prevent officials from several European countries, especially those interested in African affairs, from voicing concerns over the US administration's push to reach a peace deal hastily, in a manner resembling commercial transactions, without truly addressing the root causes of the conflict. This concern is pushing France to consider organizing a conference on the humanitarian situation in the Great Lakes region in the near future. Moreover, the agreement did not halt the ongoing exchange of accusations between the warring parties. The DRC's representative to the Security Council stated that the security situation in the east of the country continues to be characterized by Rwandan aggression. Civilians are still suffering massacres, the rape of women and young girls, the forced recruitment of youth, and other violations of human rights and international humanitarian law. The M23 rebels declared that the agreement would not be binding for their movement, as they did not directly participate in the peace deal—despite taking part in other ongoing peace talks. This suggests that positions remain far apart, even as the agreement's mediators voiced optimism. Yet, the challenges persist, as noted by Christian Mulyeka, a political expert at the Congolese Depol Research Center, who described the agreement as a 'major turning point' but stated that it will by no means resolve all conflict-related issues. In parallel, there is growing influence and operational capability of ISIS in eastern Congo. The organization is activating its dormant cells in eastern Congo through its regional branch known as 'Islamic State Central Africa Province' in Uganda. This represents a growing security threat to the African continent's regions already facing activity from the Islamic State in West Africa Province, the Islamic State in Somalia, and ISIS in the Greater Sahara, as well as other regional branches of the organization. read more Analysis- Turkey Has 0 Regional Allies... Why? Analysis: Russia, Turkey... Libya in Return For Syria? Analysis: Who Will Gain Trump's Peace Plan Fruits? Analysis: Will Turkey's Erdogan Resort to Snap Election? Analysis: What Are Turkey's Aspirations in Iraq? Opinion & Analysis Analysis: Mercenaries In Libya... Who Should Be Blamed? Opinion & Analysis Analysis- How 'Libya Nightmare' Takes Erdogan to Algiers Opinion & Analysis Analysis: What Happens After Brexit? Opinion & Analysis Analysis: Strategic Significance of Libya's Sirte, Jufra! News China Launches Largest Ever Aircraft Carrier Sports Former Al Zamalek Player Ibrahim Shika Passes away after Long Battle with Cancer Videos & Features Tragedy Overshadows MC Alger Championship Celebration: One Fan Dead, 11 Injured After Stadium Fall Lifestyle Get to Know 2025 Eid Al Adha Prayer Times in Egypt Business Fear & Greed Index Plummets to Lowest Level Ever Recorded amid Global Trade War News Flights suspended at Port Sudan Airport after Drone Attacks Videos & Features Video: Trending Lifestyle TikToker Valeria Márquez Shot Dead during Live Stream News Shell Unveils Cost-Cutting, LNG Growth Plan Technology 50-Year Soviet Spacecraft 'Kosmos 482' Crashes into Indian Ocean News "Tensions Escalate: Iran Probes Allegations of Indian Tech Collaboration with Israeli Intelligence"