Across boardrooms, laboratories, startups, and corporate towers worldwide, a quiet revolution is underway. Women are no longer simply participants, they are innovators, strategists, and decision-makers shaping industries from AI and data science to FMCG and finance. Their influence is transforming not only business outcomes but the very notion of leadership itself.

This is not a story about quotas or tokenism. It is a story of vision, resilience, and purpose, women who refuse to wait for permission, who combine expertise with courage, and who turn opportunities into empowerment. As technology accelerates and markets evolve, these leaders demonstrate that inclusion is not merely a moral imperative, it is a competitive advantage.

At the WE Convention 2025, held on November 1–2 at Atlantis The Royal in Dubai, these remarkable women shared their insights and experiences, highlighting how empowerment translates into tangible impact across sectors.

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Through the voices of trailblazing women across sectors, this feature explores empowerment in practice: from claiming boardroom seats to mastering complex technological landscapes, these leaders prove that leadership is not gendered, it is human.

Women in tech: Leadership, education, and opportunity

For Kubra Canel, EMEA AI and Data Strategy Leader at Oracle, empowerment means representation across every pillar of the IT industry.

“For me, women empowerment means seeing women in every pillar of our industry,” she said. With more than 15 years in IT, she has witnessed the persistent underrepresentation of women, especially in leadership roles. Yet she remains hopeful: “One day, we won’t talk about woman leaders. We will only talk about leaders in IT, and we will see women equally represented in our industry.”

Kubra’s journey reflects the challenges and opportunities that define women’s careers in tech. Balancing a master’s degree while holding a full-time job was overwhelming, yet it became a career asset. “My master’s degree was all about AI and data science, and I started to reuse most of the information I learned in my master degree in my actual work,” she shared.

She also highlights the crucial role of multinational companies and HR departments in driving gender equality. “They need to make sure organisations are diverse, not only in leadership and management roles, but across every part of the organisation,” Kubra emphasised.

Beyond organisational responsibility, she encourages female engineers and scientists to raise their voices, advocate for themselves, and confidently step into leadership roles.

Community initiatives: Fostering leadership across organisations

Within Oracle, the URLE Women’s Leadership community has become a platform for empowerment. Mahira Pathan, EMEA Data Science Blackbelt, describes its purpose: “The community empowers women leaders by giving them a platform to present themselves, showcase their skills, and share new ideas.”

One distinguishing feature of the community is its inclusive approach. “We don’t limit participation to women,” Mahira said. “We follow a ‘champions’ model, where male employees can also support us and help foster leadership skills across the organisation.” Initiatives such as hackathons and leadership campaigns allow employees to demonstrate their abilities and step forward for leadership roles.

Empowerment in today’s corporate world is not about gaining permission, Mahira explained, but about leveraging available platforms. “As women, we often underestimate ourselves or wait until we feel ‘perfect’ before showcasing our abilities. Within our community, we encourage each other to push past that mindset.” For early-career professionals, empowerment can be as simple as saying, “Yes, I can take this on,” demonstrating the evolving meaning of equality in practical terms.

FMCG and corporate leadership: Policies and purpose

Supporting women in leadership, and being a woman in leadership, remains both important and challenging in corporate environments. Andrea Gontkovicova, VP of Corporate Affairs SSEA, CIS and MEA at Philip Morris International, emphasised the company’s commitment: “We have established both the processes and the corporate commitment needed to advance this work. We have been certified for many years as an equal-salary company, which goes beyond equal pay for men and women. It also includes equal opportunities for growth, access to career moves, and equal support for parental leave.”

Currently, 35 per cent of PMI leaders are women, reflecting progress while signaling potential for further growth. Andrea underscores the dual responsibility of organizations and women themselves. “When we make the decision to lead, it’s important to stand by it and keep moving forward. The journey can be tough, but it is also deeply fulfilling,” she said. She also stresses the importance of mutual support, whether through mentorship, advocacy, or simply being present for colleagues facing challenges.

Mary Gukasyan, MD at Kraft Heinz Middle East & Africa, reflects on empowerment as freedom. “Equality, freedom, professionalism, education, these elements must come together to create real opportunities,” she said. Growing up in a traditional Armenian family, Mary faced cultural skepticism about women pursuing education. Her mother’s encouragement helped her cultivate ambition and independence, which became foundational to her career.

In the corporate world, empowered women deliver results in challenging business areas. Mary shared, “I was often assigned the hardest tasks, transformation projects, difficult conversations, and complex situations. These experiences built resilience, courage, and confidence.”

At Kraft Heinz, diversity is a core value closely aligned with empowerment, ensuring women have equal opportunities to participate in decision-making and leadership.

Navigating work-life balance and career transitions

Balancing personal and professional responsibilities remains a significant challenge for many women leaders. Mary recounted the dilemma of pregnancy while on an ambitious career path: “Should I take maternity leave, knowing that I might lose opportunities?” Open communication with her manager enabled her to create a clear plan, allowing her to return to an even higher position.

Later, relocation posed another challenge. Mary reflected on balancing her daughter’s routine and education with professional growth: “What helped was open communication, talking with my daughter, discussing everything with my husband, and helping them become more agile and adaptable. In the end, their support made it possible.” She emphasises that success requires peace of mind: “Without stability in your family, relationships, and home life, it is very difficult to perform well at work.”

For Eng. Yasmin Al Enazi, head of Women in AI Middle East, empowerment is when women are measured by the problems they solve and the value they create, not by presence. She faced skepticism when pregnant with her second child but insisted her performance be measured by KPIs, proving her ability. Later, she transitioned from the corporate world to startups and innovation ecosystems to align her career with purpose, impact, and long-term vision.

Yasmin emphasises continuous reskilling, intentional learning, and leveraging platforms such as tech conferences and innovation events to build networks, gain mentorship, and participate in inclusion efforts.

The role of technology and soft skills in women’s leadership

Yasmin underscores the importance of women leveraging their innate strengths in technology and leadership. “Women already possess powerful abilities, especially soft skills such as communication, adaptability, resilience, and multitasking. These skills are increasingly in demand in the tech world and make us uniquely capable.” In a rapidly evolving AI and digital economy, she believes reskilling, agility, and openness to change are critical to sustaining both personal and organisational success.

Maria Vasileva, CEO and board member at AM Wealth Limited, frames women’s empowerment through economic agency: “Empowerment is not a slogan, it’s a transformation. It’s about women gaining control: control over their choices, their time, and their capital. When a woman understands money not as stress but as freedom, she changes the trajectory of her family, her business, and even her community.”

Maria’s own career demonstrates this principle. Moving to the UAE marked a turning point, bringing global business experience to a new jurisdiction. Despite early regulatory challenges, she and her team took ownership of licensing processes, wrote policies and procedures, and navigated the system directly, ultimately succeeding as a minority woman in the field. She emphasises that the future of gender equality lies in economic equality, ownership of capital, decisions, and impact. Women as founders, investors, shareholders, and board members will reshape industries and influence how capital flows worldwide.

From representation to transformation

The voices of Kubra, Mahira, Andrea, Mary, Yasmin, and Maria collectively reveal that women’s empowerment is multifaceted. It involves education, organisational support, community-building, mentorship, resilience, purpose, economic agency, and leadership. True empowerment is not limited to participation; it is about influence, ownership, and the courage to shape the future.

Across sectors, empowered women are driving innovation, transforming business strategies, and setting new standards for leadership. Their stories underscore that equality is not a box to check, it is a journey of determination, vision, and impact. When women lead, communities prosper, industries innovate, and economies thrive.

The conversation is no longer about whether women belong at the table. It is about how they are redefining the table itself, creating spaces where inclusion, diversity, and excellence coexist, and where the next generation of leaders, regardless of gender, can rise with confidence, purpose, and influence.

In a landmark moment for regional e-commerce, noon, the Middle East’s homegrown digital marketplace, is preparing for its biggest annual commercial surge with the launch of its Yellow Friday Sale. Running from November 20 to November 30, the eleven-day event promises one of the largest waves of discounts the region has seen, with deep price cuts across every major category, hyper-fast fulfillment through noon Minutes, and unprecedented food deals through noon Food.

But this year’s sale arrives against a broader backdrop of rapid technological transformation. In a parallel development that underscores the sector’s shift toward automation and next-generation logistics, Abu Dhabi has begun piloting autonomous e-commerce delivery vehicles in collaboration with noon and AutoGo. The combined momentum of record-breaking consumer demand and advanced delivery innovation reflects how quickly the region’s digital retail ecosystem is evolving, and how aggressively noon is positioning itself at the center of this change.

noon’s biggest sale of the year promises deep discounts across categories

noon and supermall customers across the UAE and KSA can expect savings of up to 80 per cent on thousands of products, while noon Minutes will offer lightning-fast deals with discounts as high as 90 per cent. Meanwhile, noon Food will feature an aggressive slate of value-driven offers, with meals starting as low as Dh1.

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According to Raman Kumar, CEO of noon.com, the Yellow Friday Sale is both a major commercial moment and a massive logistical undertaking.

“When we say the Yellow Friday Sale is the biggest in the region, we really mean it,” he said. “It’s the best time of the year for our customers to shop, and an equally massive moment for our sellers… Behind every deal is late-night work, tight coordination, and one shared mission, delivering the best value in the market for our customers and our sellers.”

Electronics: Deep price cuts on major brands

Shoppers can expect dramatic drops across leading tech brands including Honor, Samsung, and Apple.
Key highlights include:

• Laptops from Dhs699
• Gaming essentials at up to 60 per cent off
• Mobiles from Dhs199
• Headphones and speakers from Dhs49
• Home appliances at up to 60 per cent off

These deals will be available both through noon and supermall, with supermall ensuring delivery from top brands in as little as 90 minutes.

Beauty, fashion, and home: High-value deals for everyday essentials

The sale expands across beauty and personal care, home and kitchen, and fashion. Beauty brands such as Maybelline, La Roche Posay, and Philips will offer discounts ranging from 30 to 70 per cent, with fragrances under Dhs99, makeup under Dhs49, and skincare at 50 per cent off or more.

Fashion brands including Puma, Adidas, and American Eagle will feature discounts of 40 to 80 per cent, while sports shoes, sneakers, bags, and luggage will drop by as much as 80 per cent.

In home categories, kitchen and dining items will be cut by 30 to 70 per cent, décor by 50 to 70 per cent, bath and bedding starting at Dhs9, and furniture at 40 to 70 per cent. Home improvement products will range between 30 and 60 per cent off.

Grocery shoppers will also benefit from up to 80 per cent off, with additional Dh1 deals and 20 per cent cashback on grocery purchases for noon One members.

noon Minutes: Ultrafast delivery with ultra-low prices

noon Minutes, the company’s 15-minute delivery service, is gearing up for one of its most aggressive discount cycles of the year. Deals include:

• Electronics and gaming: up to 70 per cent off
• Personal care and beauty: up to 90 per cent off
• Snacks, drinks, and household supplies: starting at Dh1
• Meal prep, toys, and stationery: up to 80 per cent off
• Baby care essentials: up to 60 per cent off

Top brands include Tide, NIVEA, LEGO, L’Oréal, Red Bull, Nescafé, Masafi, and more.

noon Food: Big-name restaurants join the value push

noon Food’s Yellow Friday offering features some of the most competitive deals in the region’s food-delivery market, including:

• Dunkin’ Classic Donuts: Dh8→ Dh4
• Hardee’s Cheeseburger: Dh10 → Dh1
• Pizza Hut – 50 per cent off
• Baskin Robbins Single Kids Scoop Cup: Dh12 → Dh6
• Domino’s Small Pizza: Dhs29.9 → Dhs15
• Popeyes 2pc Chicken Box: Dhs36 → Dh5
• Magnolia Bakery Cupcakes: Dhs18 → Dhs15

Additional 50 per cent discounts will also apply across select restaurants.

Mahali, noon’s value marketplace, will offer 50 per cent across hair and personal care, grocery, bags and luggage, toys, stationery, mobile accessories, and home improvement.

noon is also stacking additional savings through Buy Now, Pay Later partners Tabby and Tamara, as well as exclusive bank offers. Emirates NBD noon One Visa Credit Card holders will receive added benefits, and noon One members can access extra savings with their Emirates NBD cards.

Abu Dhabi pilots autonomous delivery vehicles with noon and AutoGo

While noon’s Yellow Friday Sale accelerates consumer activity, a strategic innovation is advancing on the logistics front. The Integrated Transport Centre (ITC), part of the Department of Municipalities and Transport, has launched a pilot project introducing autonomous delivery vehicles in Abu Dhabi under the supervision of the Smart and Autonomous Systems Council (SASC).

The initiative is being deployed in partnership with noon and AutoGo, a K2 subsidiary. Its goal: to integrate self-driving vehicles into noon’s logistics ecosystem, enhancing efficiency in supplying mini-fulfilment centres and supporting Abu Dhabi’s broader smart-mobility ambitions, a WAM report said.

Equipped with AI systems and advanced sensors, these autonomous vehicles are designed to navigate urban environments safely and deliver orders with no human intervention. The project marks a pivotal step in aligning e-commerce with next-generation mobility, with expectations to reduce congestion, lower emissions, and improve customer experience.

Dr Abdulla Hamad AlGhfeli, acting director-general of ITC, said the pilot underscores ITC’s commitment to fostering innovation within a safe regulatory framework that strengthens sustainability and quality of life.

Faraz Khalid, CEO of noon, added that the collaboration demonstrates noon’s commitment to redefining logistics through technology.

AutoGo will continue working with noon and ITC to expand the pilot into additional areas and product categories, with broader commercial operations expected soon.

Emirates and Air Canada said on Wednesday they will extend and expand their strategic partnership, renewing an agreement first signed in 2022 that has already connected more than 550,000 passengers across 56 codeshare routes linking Canada, the US, Dubai and global destinations.

The carriers have signed a memorandum of understanding to extend their reciprocal codeshare and loyalty partnership until December 31, 2032.

The renewed deal is expected to broaden cooperation, improve services for passengers and cargo shippers, and open the door to new Canadian gateways in the codeshare network.

“Air Canada’s partnership with Emirates has been highly successful, and we are proud to renew it early, expanding its scope and extending its duration through 2032,” said Mark Galardo, EVP and CCO and president, Cargo at Air Canada. He said the agreement supports the airline’s daily, year-round Toronto–Dubai service and improves seamless access to markets across the Indian subcontinent, the Middle East and Southeast Asia.

“Renewing this partnership is great news, not just for our customers, but also for Canada, as it enhances our ability to connect the country to the world amid evolving trade and travel patterns,” he added.

Adnan Kazim, deputy president and CCO at Emirates, said the partnership has delivered “exceptional results”, strengthening both passenger and cargo capabilities. “Through enhanced cargo cooperation, we remain committed to facilitating commerce and contributing to the continued prosperity of both economies. We believe this partnership will serve as a catalyst for strengthening our footprint in Canada and unlocking new opportunities for growth.”

Emirates-Air Canada alliance: Broader network, stronger cargo flows

The airlines said the enhanced partnership will support tourism and trade between the UAE and Canada, boost passenger choice and expand bi-directional cargo capacity between the Americas, the Middle East and the Indian subcontinent. Both sides are also exploring a potential cargo-focused joint venture to improve the movement of goods globally.

The extended agreement includes improved priority benefits for eligible travellers and closer operational coordination, including a future shift to Dubai World Central – Al Maktoum International Airport (expected after 2032).

The codeshare network has grown to 56 routes, giving Emirates’ customers access to 37 destinations in Canada and the United States. New additions this summer included Toronto–Minneapolis, Montréal–Calgary and Vancouver–Los Angeles. Air Canada also places its code on 19 Emirates routes to the Indian subcontinent, the Middle East and Southeast Asia.

Beyond the codeshare, the interline partnership offers access to more than 225 destinations worldwide.

“Partnerships are one of the most powerful engines of growth in our business, and our collaboration with Emirates is a perfect example,” said Mary-Jane Lorette, VP International Affairs, Network & Partnerships at Air Canada. She said more than half a million customers have connected across their networks since 2022.

The renewed agreement will expand airport access, loyalty redemptions and customer benefits across all cabins.

Loyalty and hub integration

Since the initial 2022 agreement, Air Canada has moved its Dubai operations to Emirates’ Terminal 3 at Dubai International Airport, giving eligible Air Canada passengers access to Emirates’ Business Class lounges.

Aeroplan members can earn and redeem points on Emirates flights to over 140 destinations, while Emirates Skywards members can redeem on Air Canada’s network of more than 220 destinations. The airlines plan to expand reciprocal redemptions to each other’s Premium Economy cabins.

Air Canada currently flies a daily Boeing 787 Dreamliner service between Toronto and Dubai. Emirates operates daily A380 service to Toronto and seven weekly Boeing 777 flights to Montréal.

The Abu Dhabi Securities Exchange (ADX) marked its 25th anniversary recently, highlighting its transformation from a young domestic bourse into one of the world’s top 20 exchanges by market value.

Founded in 2000, the ADX has expanded from 12 listings to more than 200 securities and now exceeds Dhs3tn in market capitalisation.

The exchange has 1.2 million investors from over 200 nationalities, reinforcing its role as a key entry point for global capital into the UAE.

Earlier this year, the exchange formed the ADX Group, bringing together Abu Dhabi Clear and the Abu Dhabi Central Securities Depository.

The move is intended to streamline post-trade services and support Abu Dhabi’s plans to build a deeper and more competitive financial ecosystem.

Marking the milestone, Ghannam Al Mazrouei, chairman, the ADX Group, said: “Since our establishment in 2000, the ADX has served as a cornerstone supporting Abu Dhabi’s ambitious vision for a diversified, sustainable, and knowledge-based economy. Our market’s evolution has been extraordinary as a young exchange and financial sector. I remember the buzz when the ADX went “live” in November 2000. The first trade, from just 12 listed companies with only local investors, the ADX is now home to over 200 listed securities, serving global investors over 200 nationalities, and turning around a trading value of more than Dhs1bn daily.”

“The past 25 years reflect a journey of resilience, innovation and progress,” group CEO Abdulla Salem Alnuaimi said. “Our focus now is to build on this foundation, expand products, deepen liquidity and embrace technology.”

Abu Dhabi’s capital markets have accelerated sharply in recent years.

Since 2020, IPOs on the ADX have raised about Dhs59bn, supported by strong demand and steady economic growth. In 2023 alone, proceeds reached around Dhs18bn, placing the market among the world’s most active.

Nearly Dhs12.8bn were raised in 2024.

Dividend payouts have also risen. Listed companies have distributed more than Dhs320bn in cash dividends since 2020, delivering a compound annual growth rate of more than 33 per cent.

Read: ADX’s Marios Kampouridis on how the exchange is adopting advanced AI to enhance financial services

ADX marks milestone anniversary

To mark its anniversary, the ADX plans to introduce the FTSE ADX Dividend Stars Index, designed to track companies with strong dividend records.

Foreign and institutional participation has grown steadily. Since joining the MSCI Emerging Markets Index in 2014, the exchange has attracted foreign net investment of more than Dhs134bn.

Between 2020 and 2025, institutional investors generated over Dhs3tn in trading activity, while net inflows topped Dhs40bn.

UAE nationals have traded more than Dhs2.5tn over the same period, with foreign investors exceeding Dhs1.2tn.

The financial exchange is also pushing regional connectivity. Its Tabadul platform links six Middle East markets, widening access for issuers and investors and strengthening Abu Dhabi’s position in cross-border capital flows.

Innovation remains a key pillar. The exchange has introduced several regional firsts, including ETFs, foreign sovereign bonds, blockchain-enabled e-voting and a blockchain-based digital bond. It continues to invest in digital market infrastructure and trading technology as it prepares for its next phase of growth.

Alongside market development, the financial exchange is marking the anniversary with initiatives focused on financial literacy and sustainability. They include the launch of an Intelligence Lab at Liwa University, support for female investor programmes, and planting Ghaf trees to honour current and former staff and stakeholders.

The exchange said it will continue to broaden investment options, advance market infrastructure and reinforce governance standards as it moves into its next quarter-century.

Cicero & Bernay (C&B) is hitting its 2oth at a time when the communications industry is being rewired by data, sharper audience expectations, and a region that rarely sits still. For founder and CEO Ahmad Itani, the milestone isn’t a victory lap, it’s a checkpoint. Two decades of work have taken C&B from the early days of basic digital adoption to an integrated advisory practice that blends strategy, design, cultural intelligence, and behavioural insight.

The firm’s refreshed identity, “Empowered by Facts”, signals how it wants to operate in its next chapter, where trust is earned through clarity and proof, not volume.

In this conversation, Itani reflects on the company’s evolution, the thinking behind the new positioning, and how C&B plans to stay relevant as the communications landscape continues to evolve.

As C&B celebrates 20 years, what does this milestone represent for the company and its partners across the region?

Twenty years means growth in every sense. The company has evolved in tandem with the region’s changes, through market swings, digital leaps, and now, a more intelligent approach to communication. What stands out most are the relationships that have made this journey with us. Many go back to the early days, when “digital” meant having a website that actually worked. We grew up together and, as a result, built a kind of trust that doesn’t need to be written into contracts.

What’s exciting now is the momentum around us. The work keeps growing, shaped by the region’s pace and the future we see coming. To be honest, we wouldn’t have it any other way.

Our new philosophy – ‘Empowered by Facts’ – captures that mindset. It’s our way of saying we’d rather show proof than promise. It’s the confidence that comes from doing the homework and earning the right to have an opinion. That’s what the twenty years really represent.

Why did you choose to evolve the brand now, and what is the strategic thinking behind your new positioning?

Change is built into the nature of what we do. Communication moves fast. It always has. We adapt, we respond, we navigate crises, and we keep moving forward. After twenty years, it felt right to stop for a moment and look at how far both the company and the industry have come. The landscape has shifted completely. The pace is faster, the tools are smarter, and audiences expect more from every message. Standing still isn’t part of the job.

For us, this new identity is about alignment. The work has been evolving for years, bringing strategy, design, and digital intelligence together in ways that now define how we think. Empowered by Facts simply gives that progress a voice. It reflects a way of working that grows through insight and turns clarity into action.

How does the new identity strengthen C&B’s role as a true strategic advisor rather than a traditional communications agency?

It’s about where the conversation begins. Most agencies jump straight to what to say. We’re more interested in what’s really going on and what will actually make a difference. That’s where the real work starts.

Over the years, what we do has grown into something far bigger than PR. It moves across strategy, design, digital intelligence, creative thinking, and even behavioural insight. Each piece adds another layer. You can’t shape influence without understanding data, and you can’t make sense of data without understanding people. That’s what integration means for us.

Clients come to us to understand what’s really happening and figure out the right way forward. That’s the space we want to stay in, where honesty and good judgment matter more than noise.

C&B has a presence in 35 markets. What differentiates your advisory approach and enables long-term relationships with brands across diverse cultures?

Our strength comes from being truly present. When we say we operate in 35 markets, we actually mean it. It’s people on the ground who understand how their communities think, speak, and respond. They’re part of the culture they work in, and that gives every piece of advice more weight.

Each market has its own rhythm and its own way of telling stories. Our team in Saudi shares what’s driving conversations before they even trend.

In Egypt, humour shapes how people see brands, so we listen for tone as much as message.

In North Africa, storytelling feels more personal and grounded in craft. Those local truths shape how we advise and keep our relationships authentic.

What is the biggest shift you see coming in the communications landscape, and how is C&B preparing clients for what’s next?

The biggest change we’re seeing isn’t about tools or trends. It’s about trust. Audiences want to know if a brand means what it says, and they can tell when it doesn’t. Communication has become less about crafting stories and more about proving them.

We’re helping clients adjust to that reality. That starts with being honest about what they stand for and having the evidence to back it up. It also means understanding how people actually feel, not just what the data says. Our teams bring those two sides together so brands can respond with context.

Your upcoming annual ESG report continues to gain regional traction. How do you see ESG shaping the future of communications in the GCC?

Across the region, the conversation has shifted from philanthropy to accountability, from showing good intentions to proving real impact. When companies talk about going paperless or improving workplace wellbeing, they’re no longer describing side projects. They’re showcasing their internal culture.

Communication itself becomes a form of governance. Every disclosure, infographic, and case study in this report tells a story of transparency becoming part of how brands speak. Environmental progress is now shared with the same confidence as financial results. Social action shows up in how companies invest in their communities and open doors through fairer hiring practices.

For us, this shift changes the work entirely. It’s no longer about “doing good”. It’s about systems that hold up to scrutiny and stories that stand on proof. As more organisations across the GCC adopt this way of thinking, the language of business will continue to evolve.

How does the UAE compare to the rest of the region in terms of comprehensive ESG integration?

The UAE remains the regional frontrunner, with 60 per cent of companies addressing all three ESG pillars simultaneously, the highest rate in the MENA region. The UAE’s consistent leadership aligns with its broader ambitions under UAE Net Zero 2050 and the We the UAE 2031 Vision.

This demonstrates a clear national shift from basic compliance to embedding sustainability into long-term business strategy. The broader regional average sits lower, with just over 52 per cent of firms across MENA supporting all three ESG pillars in equal measure.

UAE companies are increasingly making ESG a participatory, organisation-wide effort. The report shows that 71 per cent of UAE enterprises actively involve employees in ESG programmes, and 67 per cent support volunteering initiatives linked to corporate sustainability goals.

This internal engagement feeds directly into performance outcomes. Additionally, 74 per cent of executives across MENA say ESG directly influences brand value, signalling a shift from ESG as a moral obligation to a driver of competitive advantage.

Looking ahead, what is your vision for C&B’s and the impact you aim to drive in the industry?

Embracing all the new digital tools we have at our disposal matters, but insight still begins with people. The ones who spot what the algorithm misses and find meaning in the margins. Data tells a story. But we’re the interpreters ready to translate it (with coffee in hand).

We’ve built an environment where technology amplifies intuition. Think less Black Mirror, more Better Mirror: a version of the future that actually reflects the human side of intelligence.

My vision for C&B’s next chapter is to be the name people call when things get complicated – the partner that connects the dots and brings the much-needed perspective.