Dr Serra Kirdar-Meliti, Director

1. Dr Serra Kirdar-Meliti, Director Helping Arab Women to lead: Initial findings from the Muthabara Foundation 2007 Research Project Slide 1

2. Agenda • Background • The Muthabara Foundation • Importance of helping Arab Women to lead • Research Findings • Recommendations • Questions and Comments Slide 2

3. Background • The context and status of women’s empowerment varies across the Arab world • Need to preserve identity and community whilst taking rightful place in the global economy • Highly successful women from many regions can be seen as exemplars • Change is now coming from women themselves • Islam promotes equality of women – highly radical in its inception • Not ‘Western’ feminism but a local feminism negotiated by Arab women • Similar ‘glass ceiling’ for Western women. Managerial positions filled by women: Germany 25%, UK 33%. Senior positions: US 10%, Germany 5%1 • Exemplars merge womanhood and professional success, Islam and modernity • Hence – the Muthabara Foundation [1] Gardiner, M. & Tiggemann, M. Gender Differences in Leadership Style, Job Stress and Mental Health in Male and Female Dominated Industries, Journal of Occupational and Organizational Studies, 1999, Vol. 72, Issue 3, British Psychology Society, p.1 Slide 3

4. The Muthabara Foundation:Making a difference • MISSION Maximise the potential of young Arab women to create intellectual capital, through improved education, mentoring/role models and publicising success. Slide 4

5. The Muthabara Foundation:Making a difference • OBJECTIVES - initial focus on UAE as leading exemplar: GUIDE ADVISE DEVELOP ENHANCE Slide 5

6. The Muthabara Foundation:Making a difference GUIDE Guide and support Arab women to maximise their potential ADVISE Advise educational establishments on how to best meet the requirements of employers Advise National and international organisations on effective recruitment and development of Arab women. Slide 6

7. The Muthabara Foundation:Making a difference DEVELOP • Develop projects that produce educational, economic and social benefits above the benefit of the individual – systemic change • Develop relationships and alliances with public/ private sectors to enhance expansion of projects ENHANCE • Enhancing, through research, government policy and programmes for women and nationalization in general. Slide 7

8. Issues relating specifically to UAE women: Cultural norms and values, family pressure, women’ s role in Arab society, ‘Islam, women and work’ Issues relating to women at work (male attitudes, child care, segregation vs integration etc) Issues relating to Nationalisation: Education levels, motivating the wealthy, moving from public sector etc Helping Arab women to lead:Complexities of many related issues PLUS General human resource issues: * Developing global talent * Managing diversity * Localising management style * Global HR policies Slide 8

9. Helping UAE Women to lead:Why does it matter? • UAE strategy (highly successful to date) requires • increasing diversification away from oil and gas, • increase in private sector employment for nationals (and reduction in public sector) • and increasing productivity of workforce through less reliance on cheap immigrant labour. More Nationals justifying higher wages. • UAE national population ~20% of total, ~10% of working population. • Therefore, in order to control the economy, a high proportion of nationals need to lead, especially in ‘core’ and strategic sectors such as tourism and IT. • UAE women are a key resource, currently under-utilised, especially in the private sector. • Every UAE National, male or female, with the potential to lead must be helped to realise that potential. • Currently ~7% of Emirati women are in leadership roles • This is comparable to Europe/US) – so what is the issue? As quoted in Dubai Strategic Plan 3rd Feb 2007 Slide 9

10. Directors Profile of a hypothetical country’s management population 0.1% Middle mgmt leaders 1% Supervisory leaders 10% Non-leaders 88.9% Slide 10

11. Directors If UAE nationals form 20% (~1m) of the working population (~5m) with a ‘normal’ proportion of leaders Then 80% of strategic leaders would be expatriate/immigrants. 0.1% .. and 80% of middle Managers Middle mgmt leaders 1% .. and 80% of Supervisors Supervisory leaders 10% Non-leaders Leaving c90% of UAE nationals in ‘non-leading’ roles, mostly led by expatriate/immigrants 88.9% Slide 11

12. Directors If we want all strategic leaders to be nationals, half of all middle managers and half of supervisors, then Then all of strategic leaders (5000) would be Nationals 5000 = 0.5% of UAE population .. and 50% (25,000) of middle Managers Middle mgmt leaders 25,000 = 2.5% .. and 50% (250,000) of Supervisors Supervisory leaders 250,000 = 25% Non-leaders Leaving only 72% (720,000) of UAE Nationals in ‘non-leading’ roles, but mostly led by Nationals Slide 12

13. UAE women – a potential asset that cannot be ignored • We need 5% (~5000) of our population to achieve strategic leadership roles • We need 2.5% (~25,000 people) to achieve middle management leadership roles • We need 25% (~250,000 people) to achieve supervisory leadership roles. • ~ 40% of our Nationals are women ~400,000 people of whom only ~50,000 are currently in the labour force. • An underutilised 350,000 people, of whom many would no doubt be capable of achieving leadership roles. • A resource that cannot be ignored. Slide 13

14. Also… • Women in leadership roles are a critical component of true empowerment. • Highly educated and capable women will be an asset in any role, including family life. • Working women contribute to the economic and social success of the country. • Women can have a significant leadership role in economic and political spheres – representing a large proportion of the population. • The UAE’s strategy focuses on building a knowledge/service economy – which benefits from multiple perspectives including those of women. Slide 14

15. Helping UAE women to lead:First research project • Objectives: • Identify the requirements of major employers in the UAE (local and foreign) in order to increase the employment of women into professional and managerial roles. • Identify any gaps between these requirements and the provision of education for UAE women in the UAE. • Identify any overlapping or related initiatives to ensure that the Foundation complements and facilitates any existing work in this area. • Provide a business case for the foundation including costs and potential benefits. • Method • Literature and meta-review • Qualitative Research • PART 1 The Employers’ perspective • Interview range of facilitating organisations • Interview range of employers • Interview range of educational institutions • PART 2: The womens’ perspective (underway) • Interview Arab Women (Students) • Interview Arab Women (mature, employed in public and private sector) • Focus Groups to debate issues • Attend relevant workshops (Tawan and Middle East Centre Oxford) Slide 15

16. Support for employment for women(positive comments in blue, negative in red – from organisations) Public Sector still more attractive than private Some professions still restricted Varies in the different Emirates Early education needs to include world of work Nationalisation quotas generate resistance amongst Expats against employing Emiratis Women seen in important roles Government and commerce Government support has been very strong - and crucial, along with cultural change and perceptions about women in employment Women entering new professions e.g. engineering, IT Many initiatives to help Emiratis in general and women in particular Rapid increase in higher education for women Ratio of females to males is increasing Nationalisation quotas have forced organisations to employ and develop Nationals Skills shortages will force companies to develop women Slide 16

17. What helps employers employ and develop Arab Women for leadership roles? (company perspectives) Respectful of hierarchy (non-assertive) Family-oriented with good sense of work-life balance Respectful of hierarchy (polite) Family-oriented with good sense of work-life balance (uncommitted) Well educated Good English More enthusiastic and committed Higher emotional intelligence Try harder and diligent Slide 17

18. What hinders you in employing and developing Arab women? (perceptions) Family responsibilities can conflict with high-pressure roles Education doesn’t prepare for world of work Some professions seen as unsuitable (e.g. personal services, hospitality, non-Islamic banking) Prefer hierarchic management style Not challenging enough for modern consensual mgmt style Relatives may exercise control over career choices Public sector pays high salaries for little effort so creates unrealistic expectations Women may find it difficult to work internationally Require specific working conditions (flexible hours, no mixing with single men) May only want to work for a few years, then focus on family Local men, and women, sometimes find it difficult to accept women as leaders. May accept foreign woman more easily! (as honorary man) Perhaps not assertive enough for demanding management role Slide 18

19. Specific initiatives to ‘get the best’’ from Arab women and fulfil their potential? • All the organisations stressed they are ‘gender neutral’ • All had equal opportunities and diversity policies • Many had excellent programmes to recruit and develop Emirates Nationals – male and female. • Many had well-developed talent development initiatives • No specific development for women • Most specifically recruited Nationals, none specifically recruited females • Few had mentoring programmes - not focused on women • All see massive growth in the region with increasing demand for good Nationals • Some (international companies) had global ‘female-friendly’ offerings (creche, maternity leave, flexi-time etc). Few had specific facilities for women (e.g. segregated office) • Most global organisations stressed that HR policies and practices were standard across the business. Very little local tailoring • Only one had a specific initiative relating to National women – allowing a male relative to accompany a woman on overseas assignment. Slide 19

20. Areas of potential focus for Muthabara • Guidance for employing organisations: How to get the best from Arab women employees • Mentoring (e.g. Jumeirah, Barclays) • Working conditions – e.g. manage 1-1 meetings, prayer rooms, separate relaxation area? • Adapt management style to suit – Politeness, respect for authority, concern for family, work-life balance • Misunderstanding personal characteristics - Assertiveness, subservience, reserved, ‘shy’ • Ambition and goals (tend to be family/society oriented rather than power/money) should be respected and seen as positive advantage • Global experience – Overseas travel could be eased by accompanying relative (e.g. HSBC) • Innovative working conditions (flexible hours, tele-working etc) • Involve family (e.g. Jumeirah, Etisalat) Slide 20

21. Potential focus (2) • Education – attitudes of women to work • Teach ‘world of work’ at school to help with attitudes of young women • Teach English as young as possible • Explore model of career then family break then return to work • Explore large company career, then own business and family • Vocational training in partnership with commerce (re German dual system) • Focus on ‘core’, strategic subjects • More global experience in conjunction with overseas institutions (e.g. Oxford University, Oxford Brookes) • More internships at earlier age with multi-nationals and national private sector companies. • Do single sex colleges help or reduce integration? • Career guidance for women • Scientific career assessment for young women • Review of options including entrepreneurship Slide 21

22. Potential Focus (3) • Help families to appreciate the benefits of women working • Government and employers need to sell to families that work can be a source of honour in a safe and respectful place (e.g. Etisalat) • Praise and recognition for forward thinking families – give working women high status • Global experience – Overseas travel could be eased by accompanying relative (e.g. HSBC) • Employers establish communication with families so that issues can be resolved before they become problems • Recommendations for Government/policy • More support for business start-ups. Set up/encourage VC and incubators • Tighter controls on immigrant labour (move away from cheapest labour towards capital investment) • Reduce public sector (Libya giving 400,000 nationals 3 years pay or help to start own business) • Seed capital for start-up initiatives for women • UAE Strategy to define ‘core’ professions and drive strategic focus in education and employment Slide 22

23. How you can help • Your comments/opinions ideas (can our researcher interview you?) • Access to more UAE women for Phase 2 survey/interviews • Collaborations, synergies, networking etc • Sponsorship or contribution • Email serra@muthabarafoundation.com Slide 23