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Gulf Business
07-07-2025
- Business
- Gulf Business
From a key new law to tech at DIFC Courts: Ayesha Bin Kalban shares her insights
Image: Supplied With the recent introduction of Gulf Business met with Ayesha Bin Kalban, who serves as registrar at DIFC courts, to discuss the impact of the new law, and how mediation, technology, and a user-first approach are reshaping dispute resolution in Dubai. Bin Kalban also discusses her path from case progression officer to leading court registry operations and how her journey can inspire Emirati women interested in pursuing a career in the legal profession. Here are excerpts from the conversation. To begin, Tell us a bit about your background and how your journey with DIFC Courts began. Sure. I started out in law because I genuinely wanted to do good — maybe it sounds cliché — but I really wanted to make a difference and improve people's lives. I trained as a lawyer and qualified after about a year and a half in practice, but I quickly realised that being a lawyer wasn't where I could contribute most meaningfully. Then an opportunity came up with the DIFC Courts in 2015, and I took it. I joined as a case progression officer, ensuring filings were timely, parties were complying with rules and procedures, and judges and registrars were kept up to date. Through that role, I absorbed a lot — learning from judges, lawyers, and just by being immersed in the process. Over time, I saw how improving court systems could truly help people, and that's when I realised I wanted to contribute on a structural level. Since then, I've steadily grown with the DIFC Courts — first as assistant registrar in 2018, then as deputy registrar of the Small Claims Tribunal in 2019, followed by deputy registrar of the DIFC Courts in 2020. I hold a degree in Law and Political Science from the University of Saint Joseph Dubai and am qualified to appear before both local and federal courts in the UAE. And you became the registrar in 2022, right? In November 2022, I was appointed Registrar. Being appointed to the position was a big step, and I was hesitant at first — big shoes to fill. But my vision aligned with the DIFC Courts' ambition to become a leading commercial court globally. I saw it as a challenge to enhance people's experience in dispute resolution and contribute to Dubai's legal and economic strategy. Today, I oversee case progression, sit as a judge and mediator with the Small Claims Tribunal, and hear applications in the Court of First Instance, Court of Appeal, and the Enforcement Department. I often say that during my eight-hour workday, I'm in the 'hot seat,' ensuring cases move efficiently and that parties feel heard and understood. Are there any cases — without naming specifics — that really shaped your approach at DIFC Courts? Several, yes. Many reminded us to remain agile. Sometimes, rules must evolve to accommodate fairness and efficiency. We've had situations that challenged our existing frameworks, particularly around jurisdiction, and these helped us revisit and update our processes. At DIFC Courts, we welcome stakeholder feedback and use it to enhance user experience. Let's shift to Law No 2 of 2025. What are the most important updates from your perspective? It consolidates previous laws — Dubai Law No 12 of 2004 and DIFC Law No 10 of 2004 —into one statute. This improves transparency and removes outdated or conflicting clauses. It clarifies our jurisdiction over civil, commercial, employment matters, It also strengthens governance, giving the Chief Justice greater authority and clearly separating judicial and administrative functions. Additionally, it supports digital innovation, allowing us to continue enhancing our tech-driven court processes. How has this law helped you in your role as registrar? It's given me more clarity and streamlined procedures. With expanded enforcement powers and refined jurisdiction, we're able to navigate hurdles faster, and thereby serve users. How does the law strengthen judicial independence while aligning with UAE legal reforms? It creates a clearer separation between judicial decision-making and court administration. It expands the chief justice's authority over judge assignments and ensures decisions remain independent. This framework supports the UAE's broader judicial reforms aimed at investor confidence and modernised dispute resolution. On mediation — how does this initiative impact court efficiency and user experience? Mediation is less formal, faster, and often more effective. It's been used since ancient times and is making a resurgence in modern justice. When parties agree on outcomes, they're more likely to comply. This helps reduce caseloads, lowers stress on judges, and fosters faster dispute resolution — sometimes in a matter of hours. It's better for business continuity and overall satisfaction. What about clearer jurisdictional boundaries — how has the new law improved this? It refines our role, particularly in enforcement of civil and employment matters involving DIFC entities. It streamlines our power to recognise arbitral awards and provide interim relief, especially in support of foreign proceedings, this being in line with common law practice. What's being done to speed up litigation and improve case management? We're focusing on the user experience — creating efficient, affordable procedures and fast-tracking hearings. Some emergency hearings can be scheduled within an hour. All of this reinforces Dubai's global standing as a hub for agile and tech-savvy dispute resolution. How has technology helped the DIFC Courts enhance efficiency and service delivery? Technology is central to our court strategy and aligns with Dubai's broader vision of becoming a global leader in smart, efficient dispute resolution. From advanced digital case management tools to the ability to fast-track hearings — including emergency matters within just an hour — technology is transforming how justice is delivered. For users, this means greater convenience and flexibility; they no longer need to worry about travel or scheduling conflicts, as proceedings can be seamlessly integrated into their daily lives. Additionally, the digital shift has significantly reduced paperwork, eliminated delays, and improved transparency across the entire legal process. We actively listen to our community — lawyers, litigants, stakeholders — and use their feedback to refine our digital services. Whether it's about court processes or areas where convenience can be improved, our aim is always to deliver a seamless user experience. Technology is never implemented for its own sake; it must serve our users. You mentioned mediation earlier. What are your top three tips for a successful negotiation? Active listening: It's not just about hearing someone, but making them feel heard. That alone can defuse a lot of tension. Empathy: Put yourself in the other person's shoes — understand their context before relaying it to others. Read the room: Know who you're speaking to, build rapport, and be curious about them. Understanding what matters to the other side improves outcomes. I'll add a fourth—be curious. It helps create connection and trust, which is essential in negotiations. Finally, what advice would you give other Emirati women pursuing a career in the legal profession? We sometimes start on the back foot, especially if we have responsibilities at home. But those experiences — like motherhood — instill resilience, compassion, and understanding, which are essential in roles like mine. My advice is: don't compartmentalise your life, use your strengths from both personal and professional spheres. Work-life balance is important, but it's okay for those sides to overlap sometimes.
Khaleej Times
14-06-2025
- General
- Khaleej Times
Father's martyrdom, sense of purpose: Why UAE's female soldiers joined national service
UAE recruit Maryam Abdulla Saleh Albadri, 18, had never seriously considered joining the national service. 'Honestly, I never thought about it,' the Abu Dhabi-based Emirati told Khaleej Times. However, everything changed after her beloved father, who served in the UAE Armed Forces, was tragically martyred in 2022. 'After my father passed away, I felt my true place was in the army, where he served with honour and gave his life for our country.' Maryam is among hundreds of Emirati women who serve in the armed forces. The UAE national service, which is mandatory for all medically fit men, is optional for women. Maryam has now completed eight months of service as part of an approximately 11-month programme. She had originally hoped to pursue academic studies abroad, but her father's martyrdom reshaped her life's goals. Once spoiled and rebellious, she experienced a significant transformation, becoming more independent, responsible, and self-sufficient. Stay up to date with the latest news. Follow KT on WhatsApp Channels. Challenges such as homesickness and emotional stress tested her resilience, but she credits the strong support from her fellow recruits for helping her persevere. Today, Maryam is more disciplined and physically active, integrating a dedicated fitness routine into her busy daily schedule. She aims to further her military career by applying to the prestigious officer candidate school. Initially, her family was concerned about her path, but their feelings have shifted to deep pride, with her sister becoming her strongest and most steadfast supporter. 'National service isn't just about physical endurance. It builds character and brings out the best in you, especially for Emirati women,' she added. She is currently completing her service at the distinguished Khawla Bint Al Azwar Military School in Al Ain, which includes fully equipped residential facilities and specialized training campuses. From shyness to strength For Kamla Mohammed Hassan Alblooshi, seeing Emirati women proudly in military uniform on TikTok sparked passion to serve the country. Despite her quiet upbringing, focused on home and university life, she made the courageous decision to join national service. The 20-year-old woman living in Ajman initially missed her mother during her early days. However, she soon grew into a more independent and confident young woman. Her mother recognized this positive change and began to rely on her more. 'I became calmer with my family and more aware of myself,' she said. Kamla, currently studying electrical engineering, paused her university studies to fully commit to national service and plans to resume them after completing her service. She is also considering a continued career in the military if the opportunity arises. In the beginning, she faced difficulties with the intense heat, feelings of homesickness, and adapting to a strict routine. However, with the support of her fellow recruits and trainers, she managed to overcome these challenges. 'National service provided me with invaluable leadership skills and greatly boosted my self-esteem.' Media dreams to military When serving the country is a priority, it takes precedence over personal dreams. This was the case for Fatma Ahmed Alebri, a 24-year-old from Al Ain, who once envisioned a thriving career in media. However, with encouragement from her mother, she decided to join the national service and discovered a renewed sense of purpose. During her service, she emerged with greater discipline, confidence, and leadership skills. She rose to become the respected team leader of her squad and now proudly represents Emirati women in uniform. She did not give up on her dream, as she plans to return to her studies in media after completing her service and encourages other young women to take the leap without fear. One of Fatma's most cherished moments was participating in the 'Waaqfat Walaa' (Loyalty Stand) on December 2, coinciding with the UAE's 53rd National Day and the 10th anniversary of the National and Reserve Service Law. 'We trained intensively to be ready. I'm truly grateful to the dedicated trainers, instructors, and officers who supported us. When we finally stood there and saw Sheikh Mohammed bin Rashid Al Maktoum in person, tears of pride rolled down my cheeks. It was a profound feeling of pride and achievement I will never forget.' Fatma later followed the public reaction on social media and was moved by the widespread appreciation. 'I saw people talking about the Loyalty Stand on social media. It made me feel that my participation was one of the most meaningful things I've ever done.' The Loyalty Stand featured the largest-ever military assembly in the UAE's history, with thousands of national service and reserve recruits in a powerful display of unity. It marked a significant moment in the country's Union Day celebrations. 'I'm proud of who I've become' When an individual knows they are supported by their family, it contributes to strengthening their self-confidence and abilities. With her father's continuous encouragement, Dana Helal Alshamsi, 19, from Sharjah, initially planned to enroll in university after high school. However, she eventually decided to follow her father's lead. 'I wanted to continue studying, but my dad wanted me to join the army,' she said. The adjustment was tough. New routines, strict discipline, and early mornings changed her lifestyle completely. 'Everything changed: my sleep, food, and lifestyle,' she said. But strong support from her trainers helped her push through. Now eight months into the programme, Dana is more self-assured, organized, and capable. She has developed strong leadership skills and greatly improved her communication. 'One of the hardest moments was when I thought of quitting,' she admitted. 'But my father believed in me and wouldn't let me give up.' Today, Dana is more self-assured. She has developed leadership skills and improved her communication abilities. The programme, explained The comprehensive programme spans 11 months and is divided into three progressive phases: foundational, specialized, and operational. Recruits receive extensive training in marching, weaponry, marksmanship, and engineering, alongside rigorous academic lectures. Their development is continuously evaluated through demanding tests. According to the official national service website, the conditions for enlistment include: 1. Emirati citizenship (passport and family book) 2. Age between 18 and 30 for men, and up to 35 for women 3. Medical fitness 4. Approval from the National and Reserve Service Committee 5. Guardian's approval for female recruits
Khaleej Times
13-06-2025
- Business
- Khaleej Times
The rise of female founders; boardroom leaders in UAE
At 26, Nadia Alamri was already a mother, a lawyer, and a government official — but she wasn't satisfied. 'I was a young mom. I got married while still at university,' she said. Alamri followed traditional path at first, but after having her second child, the future she envisioned for herself within government walls wasn't enough. 'My career wasn't going to grow fast enough if I stayed.' So, she did what few would dare: she walked away from a stable career at the Federal Tax Authority and bet on herself. Today, Alamri — an Emirati woman who wears the hijab and speaks openly on social media about the realities of building a business — serves as a founder of ACCU Group and director of Accutax Consultancy in Dubai. On Instagram, she's part mentor, part motivator, offering no-nonsense advice to women trying to start and scale businesses the right way — compliant, clean, and built to last. But breaking into the male-dominated world of finance and consulting wasn't easy. 'These days, there is so much pressure on women to stay in their feminine energy and blah, blah, blah,' she said. Alamri doesn't sugarcoat it. 'I'm not a bad-looking girl... I needed to be very aggressive, and unfortunately, I had to be in my masculine energy a lot and really be aggressive in my dealings.' Her story is part of a bigger shift. Across the UAE, a new generation of women — Emirati and expat alike — are pushing past old limits, launching companies, claiming leadership roles, and refusing to wait for permission. They're not just participating in the economy — they're reshaping it. A recent survey by GoDaddy shows nearly a quarter of Emirati women, who run small businesses, are now the primary income earners for their families. Today, 36 per cent of small businesses in the UAE are women-owned, and 80 per cent of those were launched in just the past five years — much of it in the wake of Covid-19. For many women, entrepreneurship isn't just about income. It's about independence, fulfilment, and building something that lasts. Mastercard research backs this: 84 per cent of women in the UAE are considering starting a business, with top motivators being financial freedom, flexibility, and social impact. Women are moving into growth industries like food and drink, online selling, and cosmetics — and 98 per cent of women business owners expect their revenue to rise over the next five years, outpacing men. 'The only blockage we have from scaling and entrepreneurship is ourselves,' Alamri said. 'You have to be hungry for it.' The momentum isn't just at the SME and startup level. Over the past three years, women's representation on UAE-listed company boards has jumped by 200 per cent, according to Grant Thornton's 2025 Women in Business UAE Edition report. Last year, women held 141 seats in boardrooms compared to only 47 seats in 2021. George Stoyanov, head of markets at Grant Thornton UAE, believes the shift is driven by both policy and changing perceptions. 'The UAE government has played a huge role by mandating women's participation on boards — that was a critical starting point,' he said. And that mandate is now codified: starting January 2025, all private joint-stock companies in the UAE must appoint at least one woman to their board of directors, a regulation introduced by the Securities and Commodities Authority. This builds upon earlier efforts, such as the Dubai Women Establishment's 'Women on Boards' initiative launched in 2012, which aimed to increase female presence on corporate boards and led to the UAE Cabinet's decision to make representation mandatory across corporations and government entities. Board seats aren't just about visibility — they're about influence. The rise of women in boardrooms and the C-suite is about more than parity — it shows how the UAE's drive for economic diversification is reshaping who holds power. 'I think the global community, especially post-Covid, has understood that even in a non-physical environment if I dare say something like that, everyone was seeing that the participation, the performance, and the productivity that female leaders continued to deliver was outstanding,' Stoyanov added. 'And that's why you're seeing a lot of the erosion of what traditionally would've been called unconscious bias.' It's showing up in hard numbers. According to Grant Thornton's research, women now hold 33 per cent of CFO roles and nearly 38 per cent of CHRO roles in the UAE. Investors are paying attention, with nearly 40 per cent now factoring gender diversity into their due diligence before cutting a check. This means inclusion isn't just a buzzword anymore — it's a business strategy. Women are advancing fastest in sectors like financial services, where structure and regulation have pushed companies to take diversity seriously. In industries like heavy manufacturing, change has been slower — a reminder that the glass ceiling doesn't crack evenly. Stoyanov also points to what he calls a 'missed generation' — women who entered the workforce years ago but were boxed out of leadership by rigid structures, limited flexibility, or career breaks. For years, policies and corporate culture made it hard for working women to advance, especially for those that wanted to take up motherhood while maintaining a career. Now, long-term visas, hybrid work models, and a broader cultural shift toward inclusion are reopening the door — not just for the next generation but for those who almost slipped through. But the cost of sidelining that talent is real. Every missed opportunity slows growth. For Stoyanov, the math is as compelling as the momentum. 'Closing the gender gap could boost the UAE's GDP by 23 per cent,' he said. 'It's not just a fairness issue — it's a growth strategy, completely aligned with the country's economic vision for 2030.' The UAE ranked seventh in the world — and first in the region — on the UNDP's 2024 Gender Inequality Index, a signal that policy shifts are translating into real progress. That's the bigger picture. On the ground, for women like GG Benitez, it's personal. As an Arab-American entrepreneur and brand strategist, Benitez didn't just move to Dubai — she built a platform here. She's the founder of GG Benitez International, a boutique consultancy specialising in brand positioning, media strategy, and market entry for global entrepreneurs and investors expanding into the UAE. Beyond her advisory work, she hosts Dubai Connect, a podcast that spotlights business leaders and innovators shaping the region's economy — turning her own journey into a roadmap for others looking to build a real estate portfolio or career in the Gulf. 'I'm doing what I'm doing because I want Americans — Arab or not — to feel what I feel when I'm here,' she said in an interview on her Dubai Connect podcast. 'The safety, the empowerment as a woman, the harmony, the diversity, the tolerance, the acceptance, the opportunity.' She effectively contrasts the state of female entrepreneurship in the US and the UAE. 'I always felt the contrast is that we're constantly pushing ourselves to be at the forefront — pushing glass ceilings, pushing to be taken seriously, to be equal members on boards, to have equal opportunities, equal pay, equal salaries in the United States,' she said. 'I come here, and there are things like the Women on Board Initiative and so many positions where that is already happening here on a much greater level. Women are already there.' That shift didn't happen overnight. It's the result of years of government and private sector investment — from the UAE Gender Balance Council, which has driven national policy on workplace inclusion, to initiatives like the Khalifa Fund for Enterprise Development, which provides capital and mentorship to women-led SMEs. Programmes in the private sector, such as She's Next by Visa, have also helped close the gap by offering funding and business training to female founders. Benitez agrees policy is part of the equation — but not the whole answer. 'That trickle-down from leadership is important, and policy can be one of the factors that help implement that,' she said. Beyond funding, it's about creating pipelines — and that's where networks like TiE Women MENA come in. The TiE Women MENA programme, now in its sixth edition in 2025, is backing the next generation of female founders with real tools — offering mentorship from industry leaders, pitch competitions, and direct access to global investor networks. 'They get mentorship, they get funding — the winner and runner-up for MENA will get equity-free funding — and a lot of exposure,' said Carlina Marani, co-chair of the 2025 cohort. Marani has spent the last four years in Dubai, balancing her role as a mother of two with her position as managing director at Accenture. Before that, she built her career in tech across the Netherlands, holding leadership roles at global giants like Microsoft, IBM, and Cisco. Now, she's turning her experience toward a different kind of leadership — co-chairing the 2025 TiE Women MENA programme, one of the region's biggest platforms for female founders. The programme's five tracks include the UAE, Saudi Arabia, Egypt, and the rest of the MENA region (which includes Jordan and Lebanon). The programme is designed to accelerate women-led startups with real resources: equity-free funding for the winner and runner-up, high-profile mentorship, and significant exposure through events like the TiE Global Summit in Jaipur. The winner has a chance to win a $50,000 cash prize and gain global investor visibility. Applications for the 2025 cohort are still open, with the final deadline closing by the end of June. The goal isn't just to get women into the room — it's to make sure they stay, scale, and lead, Marani explained. Still, she is blunt about the broader landscape for women founders in the region. 'It's going the right way, but it's not finished until we're completely equal,' she said. This recognition of women's economic potential comes at a much-needed time. Women-led startups receive just 1.2 per cent of venture capital in the MENA region, according to the World Economic Forum — not far off the global figure of 2 per cent. The funding gap persists despite clear evidence that gender-diverse founding teams consistently deliver more substantial returns. 'It's something to be ashamed of,' Marani said. 'Why can't funding be at 50 per cent? It has been proven that female-run companies take fewer risks. They're more stable. They normally make more profit,' she added. Programmes like TiE Women are trying to close the gap, but the flow of capital remains painfully uneven. And funding isn't the only place where progress can be deceiving. Marani is just as wary of the numbers around leadership. She points to the 200 per cent rise in women's board participation highlighted by Grant Thornton's 2025 Women in Business report — but stresses that statistics without context don't tell the full story. 'You can easily show a 200 per cent increase if you're starting from almost nothing,' she said. If funding and representation are visible gaps, belief is the invisible one. For Alamri, the real battle starts earlier — in mindset. 'I don't always see funding as the initial issue,' she said. 'It's people having belief in themselves that they're going to make it happen. We're afraid of rejection, we're afraid of what people are going to say if a business fails.' That fear, she warns, can hold women back from even starting. Alamri, who is sceptical of 'networking just for the sake of networking,' believes women need to focus on building first. 'Nobody wants to network with people who are just getting started. Start somewhere. Have at least one proof of concept.' Marani offers a similar warning. 'Don't wait until it's 100 per cent perfect. And don't be afraid to — I don't want to use the word fail — but don't be afraid to iterate,' she said. 'It will take multiple iterations to get where you need to go.' Marani points to another, quieter force stalling progress: self-doubt. 'There's enough research that says females don't respond to job vacancies unless they meet every qualification,' she said. 'Meanwhile, a male candidate will look at the same list and think, 'Oh, I can do that' — even if he can't.' For real progress to stick, companies must move beyond good intentions. 'Talent processes need to be designed to drive gender balance,' Stoyanov said. 'We need to make this an active thought process so that we don't have any missed generations in the future.'
Khaleej Times
12-06-2025
- General
- Khaleej Times
'Found my calling after father's martyrdom': UAE's female soldiers share national service stories
UAE recruit Maryam Abdulla Saleh Albadri, 18, had never seriously considered joining the national service. 'Honestly, I never thought about it,' the Abu Dhabi-based Emirati told Khaleej Times. However, everything changed after her beloved father, who served in the UAE Armed Forces, was tragically martyred in 2022. 'After my father passed away, I felt my true place was in the army, where he served with honour and gave his life for our country.' Maryam is among hundreds of Emirati women who serve in the armed forces. The UAE national service, which is mandatory for all medically fit men, is optional for women. Maryam has now completed eight months of service as part of an approximately 11-month programme. She had originally hoped to pursue academic studies abroad, but her father's martyrdom reshaped her life's goals. Once spoiled and rebellious, she experienced a significant transformation, becoming more independent, responsible, and self-sufficient. Challenges such as homesickness and emotional stress tested her resilience, but she credits the strong support from her fellow recruits for helping her persevere. Today, Maryam is more disciplined and physically active, integrating a dedicated fitness routine into her busy daily schedule. She aims to further her military career by applying to the prestigious officer candidate school. Initially, her family was concerned about her path, but their feelings have shifted to deep pride, with her sister becoming her strongest and most steadfast supporter. 'National service isn't just about physical endurance. It builds character and brings out the best in you, especially for Emirati women,' she added. She is currently completing her service at the distinguished Khawla Bint Al Azwar Military School in Al Ain, which includes fully equipped residential facilities and specialized training campuses. From shyness to strength For Kamla Mohammed Hassan Alblooshi, seeing Emirati women proudly in military uniform on TikTok sparked passion to serve the country. Despite her quiet upbringing, focused on home and university life, she made the courageous decision to join national service. The 20-year-old woman living in Ajman initially missed her mother during her early days. However, she soon grew into a more independent and confident young woman. Her mother recognized this positive change and began to rely on her more. 'I became calmer with my family and more aware of myself,' she said. Kamla, currently studying electrical engineering, paused her university studies to fully commit to national service and plans to resume them after completing her service. She is also considering a continued career in the military if the opportunity arises. In the beginning, she faced difficulties with the intense heat, feelings of homesickness, and adapting to a strict routine. However, with the support of her fellow recruits and trainers, she managed to overcome these challenges. 'National service provided me with invaluable leadership skills and greatly boosted my self-esteem.' Media dreams to military When serving the country is a priority, it takes precedence over personal dreams. This was the case for Fatma Ahmed Alebri, a 24-year-old from Al Ain, who once envisioned a thriving career in media. However, with encouragement from her mother, she decided to join the national service and discovered a renewed sense of purpose. During her service, she emerged with greater discipline, confidence, and leadership skills. She rose to become the respected team leader of her squad and now proudly represents Emirati women in uniform. She did not give up on her dream, as she plans to return to her studies in media after completing her service and encourages other young women to take the leap without fear. One of Fatma's most cherished moments was participating in the 'Waaqfat Walaa' (Loyalty Stand) on December 2, coinciding with the UAE's 53rd National Day and the 10th anniversary of the National and Reserve Service Law. 'We trained intensively to be ready. I'm truly grateful to the dedicated trainers, instructors, and officers who supported us. When we finally stood there and saw Sheikh Mohammed bin Rashid Al Maktoum in person, tears of pride rolled down my cheeks. It was a profound feeling of pride and achievement I will never forget.' Fatma later followed the public reaction on social media and was moved by the widespread appreciation. 'I saw people talking about the Loyalty Stand on social media. It made me feel that my participation was one of the most meaningful things I've ever done.' The Loyalty Stand featured the largest-ever military assembly in the UAE's history, with thousands of national service and reserve recruits in a powerful display of unity. It marked a significant moment in the country's Union Day celebrations. 'I'm proud of who I've become' When an individual knows they are supported by their family, it contributes to strengthening their self-confidence and abilities. With her father's continuous encouragement, Dana Helal Alshamsi, 19, from Sharjah, initially planned to enroll in university after high school. However, she eventually decided to follow her father's lead. 'I wanted to continue studying, but my dad wanted me to join the army,' she said. The adjustment was tough. New routines, strict discipline, and early mornings changed her lifestyle completely. 'Everything changed: my sleep, food, and lifestyle,' she said. But strong support from her trainers helped her push through. Now eight months into the programme, Dana is more self-assured, organized, and capable. She has developed strong leadership skills and greatly improved her communication. 'One of the hardest moments was when I thought of quitting,' she admitted. 'But my father believed in me and wouldn't let me give up.' Today, Dana is more self-assured. She has developed leadership skills and improved her communication abilities. The programme, explained The comprehensive programme spans 11 months and is divided into three progressive phases: foundational, specialized, and operational. Recruits receive extensive training in marching, weaponry, marksmanship, and engineering, alongside rigorous academic lectures. Their development is continuously evaluated through demanding tests. According to the official national service website, the conditions for enlistment include: 1. Emirati citizenship (passport and family book) 2. Age between 18 and 30 for men, and up to 35 for women 3. Medical fitness 4. Approval from the National and Reserve Service Committee 5. Guardian's approval for female recruits
Zawya
20-05-2025
- Business
- Zawya
ADEX Champions Inclusive Industrial Growth with Emirati Women at the Forefront during Make it in the Emirates 2025
Abu Dhabi, United Arab Emirates: As part of its prominent participation in the fourth edition of Make it in the Emirates 2025, Abu Dhabi Exports Office (ADEX), the export financing arm of Abu Dhabi Fund for Development (ADFD), in collaboration with the Ministry of Industry and Advanced Technology, hosted a high-level panel discussion titled 'Makers, Innovators, and Game Changers: Emirati Women Shaping the Industrial Sector'. The session formed part of ADEX's ongoing efforts to highlight the role of Emirati women in the industrial sector, building on the UAE's existing track record of success in empowering women across vital industries. It also reinforced the nation's broader economic diversification agenda and its commitment to enhancing the global competitiveness of national exports. The panel brought together a distinguished group of Emirati women leaders representing key segments of the industrial ecosystem. The discussion featured: Dr. Alyazia Al Kuwaiti, Executive Director of UAE Industries at Mubadala; Fatima Al Hammadi, Chief Commercial Officer at Khalifa Economic Zones Abu Dhabi – KEZAD Group; Eng. Yasmin Al Enazi, Director of the Industry X.0 Centre – Maxbyte Technologies; Mariam Al Jaberi, Head of Production at Strata Manufacturing; and Khuloud Al Nuaimi, Senior Director of Business Excellence at Emirates Food Industries. The session was moderated by Rawdha AlMeraikhi, Director of Outreach and Partnerships at Mohamed bin Zayed University of Artificial Intelligence, who led the conversation through a dynamic and interactive format that highlighted the professional paths and lived experiences of the speakers, by showcasing their success stories, inspiring achievements, and promising future ambitions. H.E. Mohamed Saif Al Suwaidi, the Director General of Abu Dhabi Fund for Development (ADFD), stated: 'Empowering Emirati women in the industrial sector is both a national responsibility and a strategic priority for sustainable economic growth. It is fundamental to realising the UAE's long-term industrial vision. The success stories we see today of women leading innovation across manufacturing and technology reflect an ecosystem that recognises their potential and equips them with the tools required to compete and thrive on both local and global stages.' His Excellency added: 'ADEX plays a central role in advancing this progress by designing flexible financing tools, offering strategic guidance to connect national manufacturers to global markets, and unlocking new avenues for growth. The UAE has already seen remarkable success with women leading across various manufacturing and industrial sectors. Our focus now is to sustain and elevate this progress, ensuring a more inclusive industrial future where women continue to drive transformation and global competitiveness.' The discussion shed light on the growing role of Emirati women in driving sustainable development and industrial innovation, and explored ways to enhance their contribution through flexible financing tools and innovative solutions offered by ADEX to empower Emirati companies' prominent presence in international markets. The session presented inspiring stories of Emirati women helping to realise the country's national ambitions and playing a key role in elevating the UAE's status on the global industrial stage, across several strategic and advanced manufacturing sectors. The session also spotlighted the professional journeys of the panellists in advanced industries, as they shared the challenges they encountered and the opportunities that empowered them along the way. They emphasised the unwavering support of the UAE's wise leadership, which played a pivotal role in enabling their rise to prominent positions within the country. Key themes emerged around the empowerment of national talent, the importance of inspiring a new generation of Emirati youth to pursue careers in the industrial sector, and the role of innovation and advanced technology in shaping the future of manufacturing. The panel concluded with a set of outcomes and recommendations that reinforced the vital role of institutions such as ADEX in advancing inclusive, export-led industrial growth. These included providing financial solutions for Emirati companies to enhance their global competitiveness, embedding gender equality as a core component of industrial policy, and promoting regional and international collaboration with women-led enterprises. Together, these efforts aim to create new pathways for sustainable growth and expand the global influence of Emirati women.
