Latest news with #Mena
The National
11 hours ago
- Sport
- The National
Club World Cup: Al Ain should not let consolation win over Wydad paper over the cracks
First impressions last. Whatever morsels of good cheer Al Ain clawed back by beating Wydad in their last game at the Club World Cup will have gone largely unnoticed by the wider football community. Everyone else was focused on Manchester City's hammering of Juventus instead, rather than the Mena derby. The attendances said as much; 54,000 were at the game between the European giants, compared to less than 11,000 for the Al Ain-Wydad fixture. Yes, they signed off on a high, after Kodjo Laba's penalty and a fine strike by Kaku helped them to a 2-1 comeback win over the side from Morocco. But the club would be unwise to let it paper over the cracks that have been allowed to grow. Vladimir Ivic, the coach, might have been targeting the final game as Al Ain's one realistic chance of success. If that was the case, then it was mission accomplished. But the memories of Al Ain's first crack at this new-format tournament which linger the longest will be from when the limelight was at its brightest, against the stars from City and Juventus. It is difficult to specify the greatest indignity Al Ain suffered at the Club World Cup. There were too many to choose from. Maybe it was the sight of Erling Haaland arguing with the referee that not enough stoppage time had been added on after their second match. City were 6-0 winners by that stage. Haaland and the rest obviously wanted to fill their boots even more against such easy beats. Maybe it was Rui Patricio, the goalkeeper with over a century of Portugal caps to his name, being recruited as a short-term contractor. He replaced Khalid Essa, the club's talisman, then waved through five goals in the opening game. Perhaps it was the fact that Juventus' players could go to the White House, have a toe-curlingly awkward audience with President Donald Trump, and still have enough to thrash Al Ain without getting out of second gear. Or maybe it was Ivic suggesting not all Al Ain's players watch European football, and were therefore somehow shocked by the level of Juventus. They shouldn't have been. Even if they aren't all Serie A aficionados, they must know all the clubs at this tournament are champion sides. They are supposed to be good. The only shock was quite how bad Al Ain were. Ivic himself had said ahead of the tournament that the club wanted to give the best impression of UAE football. For the most part, they did the opposite. They had a goal difference of -11 after the first two games. This is what it had come to: a hotchpotch of players, many of whom barely knew each other, providing virtually nil opposition for the top sides. The dual thrashings by Juve and City exposed what has been worryingly clear for some time. That Al Ain have been a side in steady decline since they won the 2024 AFC Champions League. Or maybe even before that. That title was earned via some inspired displays and unlikely wins against Saudi Arabian giants like Al Nassr and Al Hilal, but it also came against the backdrop of indifferent form in the UAE Pro League. When that continued at the start of the following season, Hernan Crespo, the then coach, was moved to point out 'What we did [in winning the Champions League] was a miracle.' He was unable to arrest the slide himself, and paid with his job. Leonardo Jardim came and went. And now Ivic is facing similar troubles. One of the main concerns was the fact the answer Ivic seemed to land on in the US was to remove the side's soul in a bid to compete. In the first and last matches, there were no Emiratis in Al Ain's starting line up. Essa, the captain and goalkeeper, was given just the middle match, against City. Coincidentally, he had a nightmare, conceding six goals. But he must have been wondering why he had been left out. Within the short timeframe of group matches at the Club World Cup, there is surely no need to rotate goalkeepers – even ones as overworked as Al Ain's. Yes, Essa arrived later than the majority of the squad, having been on UAE national team duty, along with Kouame Autonne and Yahia Nader. But he could not have been too out of puff: he did not even play in the second qualifier of the national team's international window, against Kyrgyzstan. Clearly, no one will have expected Al Ain to beat Juventus or City. But it was the supine nature of the performances which was of greatest worry. Their efforts did nothing to advance the reputation of Arabian Gulf football, but their woes perhaps show a flaw in the timing of the Club World Cup. It is a year since Al Ain won their place at the event. If Al Ahli Saudi, their successors as AFC Champions League winners, had been in the United States, they would definitely have shown up better than the UAE's fifth-best side. Al Hilal have certainly done so in reaching the last 16, with Saudi Arabian talents like Salem Al Dawsari and Nasser Al Dawsari to the fore. Al Ain are clearly a long way from being Asia's top team at present, so are not a suitable representative of the continent. The novelty of the tournament has also served to show up their deficiencies. It has garnered far more attention than the previous guise of the Club World Cup did, largely because it is being played in summer, and not clashing with domestic league seasons. And yet Al Ain were not bad in the previous version of this competition. The fact they reached the final in 2018, beating River Plate en route to the showpiece fixture against Real Madrid, went under the radar compared to now. The blemish of this competition does not detract from Al Ain being a great club. But plenty of remedial work needs to be done for them to return to their former glories.
Zawya
2 days ago
- Business
- Zawya
RCA Mena announces Agenda for Annual Conference 2025
PRCA Mena – the regional arm of the world's largest professional body for PR and communications – has announced the agenda for its flagship Annual Conference 2025, taking place on Thursday, 11 September in Dubai. The full-day event will run from 9:00 AM to 5:30 PM, followed by an exclusive members-only sundowner. The programme is structured around four key content streams — Industry & Influence, Innovation & Impact, Reputation & Responsibility and NextGen's Shifting Perspectives. Sessions will unpack everything from AI's evolving role in PR and emotional intelligence in leadership, to mental wellbeing, pitch fatigue, client-agency boundaries, purpose-washing, Gen Z-led change and brand resilience. Attendees will also hear the launch of three major publications: PRCA Mena Mental Health Report 2025, Pitch Forward Report 2025 and the AI in PR Report 2025 alongside a featured spotlight on the winners of the PRCA Mena Young Lions PR Competition. Conrad Egbert, Head of PRCA Mena, said: 'This agenda was built to reflect the actual conversations taking place inside agencies, client teams, and newsrooms across the region. It's about relevance over rhetoric—unpacking where we're going as an industry, and where we might be getting in our own way.' Early bird discounts on tickets end on 24 July at 5:00 PM GST. About PRCA Mena PRCA Mena is the regional arm of the largest public relations and communications association (PRCA) in the world. It was established in 2016 with the aim of raising standards in PR and communications. Representing more than 35,000 PR professionals in 82 countries worldwide, the PR authority is a global advocate for excellence in public relations. The PRCA's teams across Europe, the Middle East and Asia-Pacific work with industry professionals around the world to co-ordinate operations across six continents.
Khaleej Times
3 days ago
- Health
- Khaleej Times
From Tunis to the region: One Health must now move from words to action
When we gathered in Tunis for the first One Health Mena Conference, it was with a shared sense of urgency — but also with a shared recognition of responsibility. The health threats facing our region are no longer distant risks or isolated events. Over the past years, we have witnessed the far-reaching consequences of pandemics, the silent escalation of antimicrobial resistance, the accelerating impacts of climate change, and the alarming erosion of biodiversity. These challenges are deeply interconnected. They cross borders and sectors, demanding responses that are equally integrated, coordinated, and forward-looking. This is precisely why One Health can no longer remain a theoretical aspiration, or a technical concept discussed only in specialised forums. It must become the foundation of how we think about health security in the 21st century — an approach that acknowledges the profound links between human health, animal health, environmental stability, and food systems. In Tunis, this shared conviction was translated into action through the adoption of the Carthage Declaration for One Health, voluntarily endorsed by all participating countries. The declaration sets out a flexible but ambitious roadmap, one that respects the diversity of national realities while promoting joint action. It focuses on four key pillars: early warning and joint surveillance, integrated vaccination, systematic health and environmental data sharing, and robust capacity building. But declarations alone are not enough. As recent global crises have shown us, it takes sustained political will, long-term investment, and strong regional cooperation to turn commitments into concrete results. There is indeed strong political will today, along with a clear commitment to working together, and I believe the Carthage Declaration provides us with the political basis to take this agenda forward. But now we need to move beyond words. The real test lies in how we operationalise these frameworks — how we get governments, supported by international organizations, to work together in a much more coordinated and holistic way to address One Health for the future of our societies and to prevent pandemics at their earliest stages. The road ahead is not only about strategy; it is about execution. For Tunisia, this conference marks not an end point, but the beginning of a long-term strategic journey. We are committed to establishing a Regional Centre for One Health in Tunis, to serve as a platform for North Africa and the Eastern Mediterranean — fostering dialogue, facilitating expertise exchange, strengthening surveillance systems, and supporting joint research and training efforts across countries. Throughout the discussions in Tunis, clear regional priorities emerged: improving joint surveillance for zoonotic and cross-border diseases; addressing antimicrobial resistance through close coordination across health, agriculture and environment; improving food safety and security; and understanding and responding to the health consequences of climate change, particularly in fragile settings. These are complex, deeply connected challenges that require breaking down silos and building trust among institutions. Looking ahead, it is essential we engage in a serious dialogue on investment in One Health. While others may articulate the scientific and technical dimensions of One Health, I want to stress the urgent need to ensure adequate and sustained financing of this agenda. One Health is both complex and unique. Its complexity stems from the multiple sectors involved — human health, animal health, agriculture, and environment — each with its own priorities, structures, and funding needs. The benefits of investing in One Health are broad and long-term — yet they are not always easily quantified. Nevertheless, this should not delay or discourage action. The unique nature of One Health also lies in the combination of public and private sector responsibilities. The public sector plays an essential role — from research and preparedness to surveillance, regulation, and safeguarding public goods. Yet scaling up One Health investments requires active engagement of the private sector — not as an afterthought, but as an integral partner. Whether in infrastructure, supply chains, technology, or service delivery, there are significant opportunities where private sector expertise and investment can complement public sector leadership. The financial realities facing many countries in our region make this collaboration not only desirable, but necessary. It is time to move beyond framing One Health only as a public sector responsibility. We must start talking about the business of One Health: about shared value, co-investment, and building sustainable models that deliver both public good and economic opportunity. Encouragingly, we are already witnessing strong signals of confidence from our development partners. The World Bank and the Pandemic Fund have provided dedicated financing to support Tunisia's national One Health roadmap, helping us strengthen our multi-sectoral coordination and readiness. During the conference, we also advanced bilateral dialogue with neighboring countries — Algeria, Libya, and Palestine — identifying concrete areas for cooperation, including pharmaceutical manufacturing, preventive health, technical training, and skills exchange. The momentum is here. Our citizens deserve health systems that are ready, resilient, and able to withstand the complex health threats of tomorrow. One Health offers a blueprint. But real success will require all of us — governments, international partners, private actors, scientists, and civil society — to move from declarations to sustained action. You came to Tunis to join the conversation. Now it is time to join the action. This is a call to all governments in the Mena region: let us move forward, together, from dialogue to delivery — for the health security of our region, and for the generations to come. Dr Mustapha Ferjani is Minister of Health, Tunisia.
Khaleej Times
5 days ago
- Business
- Khaleej Times
Debenhams moving online in UAE? British store closes doors in Dubai Mall, Mirdif City Centre
Debenhams has closed its doors in two major destinations, Dubai Mall and Mirdiff City Centre. Days before the stores shut down, Debenhams Middle East took to Instagram to alert customers of last-minute sales as it called on shoppers to enjoy "amazing prices" and "buy 1 get 2 free offers" during its last days. On June 12, the British department store closed its doors in Dubai Mall, and on June 22 in Mirdif City Centre. However, residents need not be disappointed as the store may be moving online! A 'Debenhams UAE' online store will be launched "soon", although the exact date has not been revealed so far. So far, the Debenhams brand has offline department stores exclusively in the Mena region, operated by Alshaya Group with a licence from Boohoo Group plc. In other parts of the world, Debenhams ceased to operate its physical stores in 2021. In 2021, Boohoo acquired Debenhams, shutting down all its brick-and-mortar stores, and converting it to an online-only brand. However, it continued to honour its agreement with Alshaya, which operates Debenhams in locations across Mena. Boohoo has since then rebranded to Debenhams Group, aiming to use the success of the venture as a standard format for the wider group. At the time of writing this report, it is unclear if Debenhams will face a similar fate of digital retail in the UAE. Khaleej Times has reached out to Debenhams Middle East for comment.
The National
5 days ago
- Entertainment
- The National
How Bahrain's Ali Daylami became first person from Gulf to win a Tony Award
In an industry shaped by familiar choruses and blockbuster adaptations, news that an original musical about two star-crossed robots had won Broadway 's top prize made an impact from Manhattan to Manama. With it, Ali Daylami became the first Bahraini, and person from the Gulf overall, to receive a Tony Award as part of the team that produces Maybe Happy Ending, which won Best Musical earlier this month. It is a personal achievement, but also offers a path forward for a region more accustomed to experiencing drama from the seats. 'I'm definitely energised and inspired to keep going, to find new pieces and work that speak to me and hopefully resonates with people in the same way this show did.' Daylami tells The National from New York. 'But I would love nothing more than to bring that energy back home to the Mena region. Not just as a show, but as something that's built for us, by us.' Daylami is keenly aware his achievement represents something larger than a testament to personal perseverance. While producers and impresarios emerge from the US, Europe and increasingly Asia, Arab voices in the industry remain rare. That road to a Tony Award is arduous not because of a lack of talent, he notes, but due to the absence of supporting infrastructure. 'We are sorted when it comes to the infrastructure, as we can see with places like Dubai Opera and the Royal Opera House Muscat,' he says. 'While we know how to build the spaces, what is needed are places to develop local talent, like academies and conservatories that train performers, artists and artisans. That is beginning to happen now with places like the Sharjah Performing Arts Academy.' Dynamic content is also needed, Daylami adds, to widen the palette of regional audiences raised on familiar material. 'How many times can someone see Phantom of the Opera or Hamilton? A content strategy is also needed that appeals to artists who want to make the work, and to audiences who want to see it again.' Daylami's own foray to the stage began as an audience member in Dubai Opera. 'It all started for me when Les Miserables premiere at the Dubai Opera,' he says, referring to the 2016 Cameron Mackintosh production. 'That was a bespoke Dubai production with a western cast. And I said to myself, this is happening here now. I got to be part of it.' The experience crystallised the need to remove himself from his job at an advertising firm in Bahrain to study theatre management and producing at New York's Columbia University. 'I needed to have theatre credits to apply confidently for the programme,' he recalls. 'That was the challenge. So I said to myself that I have got to start somewhere.' That beginning was a local production of Piaf, a play by British playwright Pam Gems about the life of French singer and Second World War dissident Edith Piaf. Premiering at the Manama Theatre Club in 2019 and featuring a cast made up almost entirely of artists living in the kingdom, Daylami says its relative success revealed an important lesson he later carried with him to Broadway. 'The shows that work are the ones you can scale down – something you could do in a car park, a garage, a park or even a living room – and still carry that spirit, intimacy and ability to reach people on a personal level,' he says. ' Piaf was assembled locally in Bahrain with a fantastic team and amazing local talent and it remains one of my favourite experiences.' Following a stint as a creative consultant during preparations for the musical, Umm Kulthum: The Golden Era, ahead of its West End premiere at the London Palladium in 2020, Daylami had gained enough experience to join what he recalls as one of only two Arab students in Columbia University's theatre management programme. It was in New York amid the cut and thrust of the industry that he worked on as many jobs as he could, landing production stints on the blockbuster Wicked and the jukebox musical The Heart of Rock'n'Roll. While describing those experiences as useful CV-building exercises, Daylami became aware of an off-Broadway English adaptation of the Korean musical Maybe Happy Ending, which already proven to be a hit in its home country. 'My area of study at Columbia gave me a strong interest in what was happening internationally as well as on Broadway and in the West End, so I was always tracking what was going on globally,' he says. 'So with Maybe Happy Ending, I knew it had an amazing reputation overseas.' Admiring the show from the stands is one thing. Being part of the team that brought it to Broadway defied some industry conventions. Maybe Happy Ending is not a recognisable brand based on popular source material or a historical backdrop. And the story itself, a tender tale of two outdated helper robots in Seoul, is a difficult marketing pitch. Daylami says the decision to back it was not shaped by university coursework or commercial trends. It was pure instinct. 'It was the music. It was absolutely divine,' he says. 'It is optimistic, heartbreaking and honest. It reminded me why we go to the theatre in the first place.' After an admittedly slow start since premiering on Broadway last year, the risk began to pay off. 'Our show came in with a lot of scepticism, but people fully embraced it,' he says. 'I think this is a great statement for the industry to reward itself for taking a huge gamble and supporting great art and supporting new writers and new composers and new theatre makers.' Now with a Tony Award to his name and the production continuing to pack in audiences at New York's Belasco Theatre, Daylami is already looking for another hidden gem to bring back to the Gulf. 'I would love to move away from the touring model,' he says. 'I would love to create something that is more bespoke for the region. Something that speaks to the local audiences. Something that appeals to their own histories, their own passions and their own experiences.'
