Zabeen Mirza is candid about the fact that every time she was pregnant, she had a horrible experience at work. "When I was six months pregnant with my first child, my company sacked me because they didn't want to pay maternity leave," she says. "When I was pregnant with my second, I got sick a lot and couldn't find an employer that allowed me to work flexibly.
“When I had my third child in July 2020, I was given an eight-week maternity leave. When I came back, I was immediately let go,” she says. All three experiences took place in different countries, which to her, sent a powerful message: “The bias against mothers is universal.”
The former Wall Street banker, management consultant and professional negotiator, who lived in the UAE for a time, decided to channel her bad experiences into a good cause, with the launch of Jobs.mom – an online platform that connects mums with supportive employers.
The website launched in the US this month, with contributions from working mothers, advice from experts, a "hire a mom" section, where employers can look for talent and mothers can post their professional profile, and a no-holds-barred podcast. Topics discussed include how to shut down discriminatory questions during interviews, overcoming the gap bias and getting paid what you deserve.
“We are going to have a jobs board where women can share insight and feedback on companies that are doing right by women and those that are not. It’s also about holding companies accountable.”
Jobs.mom has already seen thousands sign up for its newsletter – indicating the demand for such a service. A UAE branch will launch towards the end of Ramadan, and a UK version shortly after that.
Mirza’s aim is simple. “My mission is to get mothers who want to work back to work. We want to connect you to employers who do more than just put up nice slogans saying they believe in women on Mother’s Day. We are showcasing companies that are really practising what they are preaching.”
This includes companies that have returnship programmes for mums, those that offer mental health support, maternity and paternity leave, lactation services and other parent-friendly initiatives.
Getting back to the workplace after childbirth
Numerous surveys over the years have indicated that mothers work faster, multitask better and lead with empathy. Despite this, many are forced to choose between their children and their careers, and ultimately end up quitting the latter. The situation has deteriorated owing to the pandemic. According to McKinsey's Women in the Workplace 2020 study, one in three mothers in the US has considered leaving the workforce or downshifting their careers because of Covid-19, with mums more than three times as likely as fathers to be responsible for most of the housework and caregiving, and 1.5 times more likely to spend an additional three or more hours a day on this.
“Thousands of women around the world have been furloughed or lost their jobs because they weren’t able to balance their work with childcare,” says Mirza. “Women have always had to carry that extra workload, but Covid has revealed its extent.”
Louise Karim, managing director of Women@Work, a careers platform in the UAE, points out a silver lining. "The pandemic has made businesses rethink flexible working. I know companies that did not entertain it earlier and now realise that it not only works, but employees are also more productive. Even now, with people increasingly rejoining offices, there are systems in place for them to have hybrid work environments," says Karim.
Mirza also hopes that flexible work environments are here to stay. "That being said, human memory is short and we are seeing companies make the push to bring people back. I understand that there's a place and reason for that but, barring certain industries, it's not the right way to go."
Flexible workplaces and returnships
Abier Kadom, manager of culture and engagement for Apco Worldwide’s Dubai office, and a single mother herself, is an advocate for the benefits of flexible workplaces, too. “When you offer employees empathy and grace, they’re going to be more productive, creative and engaged, and this will lead to a greater output and profits.”
The communications consultancy offers benefits such as 60-day maternity leave, a nursing room in the office, hybrid work options, bring-your-children-to-work days and Mother's Day initiatives every year.
"We have an internship programme and, a lot of the time, we hire mothers coming back to the workplace after a break. It's about helping them get those skills and confidence back. I would advise mums to start small and then go back full-time. And I encourage other companies to start something similar; it's a great way to get talent that isn't being tapped into," she says.
Returnships are a similar option. Women@Work, was among the first to launch such programmes in the UAE, by introducing mothers to companies for 12-week-long work periods. “It’s like an internship, but for an experienced hire. And businesses can see right away if you’re a fit for the company,” says Karim.
Women@Work has collaborated with companies such as EY Visa, AXA Insurance and Dubai Business Women's Council as its training partners. It also helps women find work through recruitment services. Since the 2014 launch, Karim says her team have helped more than 1,000 women.
She says returning to work after a break isn't easier in any particular industry. It also depends on how long the break is, with one year being a lot easier than five or more years. For those looking to get back in the game, Karim says: "Make sure you are relevant and up to speed in your industry. Read relevant publications, publish content on social media that will get you seen, and network. If you're having trouble finding an opportunity, offer to do pro bono work, volunteer and build that confidence."
Consider a career shift
However, it cannot be discounted that not all women will be willing or able to get back to the grind after childbirth. For them, Karim recommends freelance or park-time work.
“You have to ask yourself if you can realistically revisit your old career. If it involves a lot of travel or is very demanding, is that what you want?”
Switching careers, while daunting, is another option. Dubai interior designer Anam Clarke says: “My elder sister is intelligent as can be, and used to head an entire floor of people in finance. But after having children, she struggled to find even an entry-level position in her field. And almost all her [mum] friends were having a similar problem. She had to retrain. And that requires you to take a block out of your life – which is easy if you’re young, but not so much if you’re a mother.”
This was the inspiration behind the launch of Clarke’s The Designers’ Studio, which provides career-focused education in interior design, with courses accredited by UK and UAE institutions such as the CPD Certification service and KHDA.
Its certificate courses can be completed in four weeks, with participants attending once a week (on Saturdays or Sundays with convenient timings for mothers and working professionals who have to pick up and drop off schoolchildren) and its diplomas take roughly a year, after completing seven courses. It also helps students to find internships and jobs.
Clarke says 85 per cent of the studio’s students are women, of whom 70 per cent are mothers.
Following its success in Dubai, Clarke started to get queries for a similar course in other emirates, which led The Designers’ Studio to launch beginner’s courses in Abu Dhabi last month.
“One of the draws of a career in art and design is that there are so many fields within it, from residential to gardens. Meanwhile, once you get your foot in the door, you can take on smaller projects or take a break between projects.”
Ultimately, Clarke encourages mums to think about what they want long-term.
“Industries are picking up, projects that have been put on the shelf during 2020 are now restarting. The economy is reviving, so it’s a good time to focus on what you want to do for the rest of your life.”
New UK refugee system
- A new “core protection” for refugees moving from permanent to a more basic, temporary protection
- Shortened leave to remain - refugees will receive 30 months instead of five years
- A longer path to settlement with no indefinite settled status until a refugee has spent 20 years in Britain
- To encourage refugees to integrate the government will encourage them to out of the core protection route wherever possible.
- Under core protection there will be no automatic right to family reunion
- Refugees will have a reduced right to public funds
Killing of Qassem Suleimani
Jetour T1 specs
Engine: 2-litre turbocharged
Power: 254hp
Torque: 390Nm
Price: From Dh126,000
Available: Now
UAE currency: the story behind the money in your pockets
The specs: Aston Martin DB11 V8 vs Ferrari GTC4Lusso T
Price, base: Dh840,000; Dh120,000
Engine: 4.0L V8 twin-turbo; 3.9L V8 turbo
Transmission: Eight-speed automatic; seven-speed automatic
Power: 509hp @ 6,000rpm; 601hp @ 7,500rpm
Torque: 695Nm @ 2,000rpm; 760Nm @ 3,000rpm
Fuel economy, combined: 9.9L / 100km; 11.6L / 100km
COMPANY%20PROFILE%20
%3Cp%3E%3Cstrong%3EName%3A%3C%2Fstrong%3E%20Haltia.ai%0D%3Cbr%3E%3Cstrong%3EStarted%3A%3C%2Fstrong%3E%202023%0D%3Cbr%3E%3Cstrong%3ECo-founders%3A%3C%2Fstrong%3E%20Arto%20Bendiken%20and%20Talal%20Thabet%0D%3Cbr%3E%3Cstrong%3EBased%3A%3C%2Fstrong%3E%20Dubai%2C%20UAE%0D%3Cbr%3E%3Cstrong%3EIndustry%3A%3C%2Fstrong%3E%20AI%0D%3Cbr%3E%3Cstrong%3ENumber%20of%20employees%3A%3C%2Fstrong%3E%2041%0D%3Cbr%3E%3Cstrong%3EFunding%3A%3C%2Fstrong%3E%20About%20%241.7%20million%0D%3Cbr%3E%3Cstrong%3EInvestors%3A%3C%2Fstrong%3E%20Self%2C%20family%20and%20friends%26nbsp%3B%3C%2Fp%3E%0A
ACC%20T20%20Women%E2%80%99s%20Championship
%3Cp%3E%3Cstrong%3EUAE%20fixtures%3C%2Fstrong%3E%3Cbr%3EFriday%2C%20June%2017%20v%20Oman%3Cbr%3ESaturday%2C%20June%2018%20v%20Singapore%3Cbr%3EMonday%2C%20June%2020%20v%20Malaysia%3Cbr%3EWednesday%2C%20June%2022%20v%20Qatar%3Cbr%3EFriday%2C%20June%2024%2C%20semi-final%3Cbr%3ESaturday%2C%20June%2025%2C%20final%3Cbr%3E%20%3Cbr%3E%3Cstrong%3EUAE%20squad%3A%3C%2Fstrong%3E%20Chaya%20Mughal%20(captain)%2C%20Esha%20Oza%2C%20Indhuja%20Nandakumar%2C%20Kavisha%20Kumari%2C%20Khushi%20Sharma%2C%20Lavanya%20Keny%2C%20Priyanjali%20Jain%2C%20Rithika%20Rajith%2C%20Samaira%20Dharnidharka%2C%20Sanchin%20Singh%2C%20Siya%20Gokhale%2C%20Suraksha%20Kotte%2C%20Theertha%20Satish%2C%20Vaishnave%20Mahesh%3C%2Fp%3E%0A
ULTRA PROCESSED FOODS
- Carbonated drinks, sweet or savoury packaged snacks, confectionery, mass-produced packaged breads and buns
- margarines and spreads; cookies, biscuits, pastries, cakes, and cake mixes, breakfast cereals, cereal and energy bars;
- energy drinks, milk drinks, fruit yoghurts and fruit drinks, cocoa drinks, meat and chicken extracts and instant sauces
- infant formulas and follow-on milks, health and slimming products such as powdered or fortified meal and dish substitutes,
- many ready-to-heat products including pre-prepared pies and pasta and pizza dishes, poultry and fish nuggets and sticks, sausages, burgers, hot dogs, and other reconstituted meat products, powdered and packaged instant soups, noodles and desserts.
MATCH INFO
Newcastle 2-2 Manchester City
Burnley 0-2 Crystal Palace
Chelsea 0-1 West Ham
Liverpool 2-1 Brighton
Tottenham 3-2 Bournemouth
Southampton v Watford (late)
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
PROFILE OF STARZPLAY
Date started: 2014
Founders: Maaz Sheikh, Danny Bates
Based: Dubai, UAE
Sector: Entertainment/Streaming Video On Demand
Number of employees: 125
Investors/Investment amount: $125 million. Major investors include Starz/Lionsgate, State Street, SEQ and Delta Partners
COMPANY%20PROFILE
%3Cp%3ECompany%20name%3A%20Znap%3C%2Fp%3E%0A%3Cp%3EStarted%3A%202017%3C%2Fp%3E%0A%3Cp%3EFounder%3A%20Uday%20Rathod%3C%2Fp%3E%0A%3Cp%3EBased%3A%20Dubai%2C%20UAE%3C%2Fp%3E%0A%3Cp%3EIndustry%3A%20FinTech%3C%2Fp%3E%0A%3Cp%3EFunding%20size%3A%20%241m%2B%3C%2Fp%3E%0A%3Cp%3EInvestors%3A%20Family%2C%20friends%3C%2Fp%3E%0A
The BIO:
He became the first Emirati to climb Mount Everest in 2011, from the south section in Nepal
He ascended Mount Everest the next year from the more treacherous north Tibetan side
By 2015, he had completed the Explorers Grand Slam
Last year, he conquered K2, the world’s second-highest mountain located on the Pakistan-Chinese border
He carries dried camel meat, dried dates and a wheat mixture for the final summit push
His new goal is to climb 14 peaks that are more than 8,000 metres above sea level
Company%C2%A0profile
%3Cp%3E%3Cstrong%3ECompany%20name%3A%20%3C%2Fstrong%3EOutsized%0D%3Cbr%3E%3Cstrong%3EStarted%3A%20%3C%2Fstrong%3E2016%0D%3Cbr%3E%3Cstrong%3EFounders%3A%20%3C%2Fstrong%3EAzeem%20Zainulbhai%2C%20Niclas%20Thelander%2C%20Anurag%20Bhalla%20and%20Johann%20van%20Niekerk%20%0D%3Cbr%3E%3Cstrong%3EBased%3A%20%3C%2Fstrong%3EIndia%2C%20South%20Africa%2C%20South-East%20Asia%2C%20Mena%0D%3Cbr%3E%3Cstrong%3ESector%3A%3C%2Fstrong%3E%20Recruitment%0D%3Cbr%3E%3Cstrong%3EInvestment%20raised%3A%3C%2Fstrong%3E%20%241%20million%0D%3Cbr%3E%3Cstrong%3ECurrent%20staff%20count%3A%3C%2Fstrong%3E%2040%0D%3Cbr%3E%3Cstrong%3EInvestors%3A%20%3C%2Fstrong%3ESeed%20and%20angel%20investors%0D%3Cbr%3E%3C%2Fp%3E%0A
Company%20profile
%3Cp%3ECompany%20name%3A%20Shipsy%3Cbr%3EYear%20of%20inception%3A%202015%3Cbr%3EFounders%3A%20Soham%20Chokshi%2C%20Dhruv%20Agrawal%2C%20Harsh%20Kumar%20and%20Himanshu%20Gupta%3Cbr%3EBased%3A%20India%2C%20UAE%20and%20Indonesia%3Cbr%3ESector%3A%20logistics%3Cbr%3ESize%3A%20more%20than%20350%20employees%3Cbr%3EFunding%20received%20so%20far%3A%20%2431%20million%20in%20series%20A%20and%20B%20rounds%3Cbr%3EInvestors%3A%20Info%20Edge%2C%20Sequoia%20Capital%E2%80%99s%20Surge%2C%20A91%20Partners%20and%20Z3%20Partners%3C%2Fp%3E%0A
Russia's Muslim Heartlands
Dominic Rubin, Oxford
WHAT%20START-UPS%20IS%20VISA%20SEEKING%3F
%3Cp%3E%3Cstrong%3EEnablers%20of%20digital%20services%3C%2Fstrong%3E%3Cbr%3E%E2%80%A2%20Blockchain%20and%20cryptocurrency%3Cbr%3E%E2%80%A2%20Crowdfunding%3Cbr%3E%E2%80%A2%20Banking-as-a-service%3Cbr%3E%E2%80%A2%20Banking%20identification%20number%20sponsors%3Cbr%3E%E2%80%A2%20Issuers%2Fprocessors%3Cbr%3E%E2%80%A2%20Programme%20managers%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EDigital%20issuance%3C%2Fstrong%3E%3Cbr%3E%E2%80%A2%20Blockchain%20and%20cryptocurrency%3Cbr%3E%E2%80%A2%20Alternative%20lending%3Cbr%3E%E2%80%A2%20Personal%20financial%20management%3Cbr%3E%E2%80%A2%20Money%20transfer%20and%20remittance%3Cbr%3E%E2%80%A2%20Digital%20banking%20(neo%20banks)%3Cbr%3E%E2%80%A2%20Digital%20wallets%2C%20peer-to-peer%20and%20transfers%3Cbr%3E%E2%80%A2%20Employee%20benefits%3Cbr%3E%E2%80%A2%20Payables%3Cbr%3E%E2%80%A2%20Corporate%20cards%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EValue-add%20for%20merchants%2Fconsumers%3C%2Fstrong%3E%3Cbr%3E%E2%80%A2%20Data%20and%20analytics%3Cbr%3E%E2%80%A2%20ID%2C%20authentication%20and%20security%3Cbr%3E%E2%80%A2%20Insurance%20technology%3Cbr%3E%E2%80%A2%20Loyalty%3Cbr%3E%E2%80%A2%20Merchant%20services%20and%20tools%3Cbr%3E%E2%80%A2%20Process%20and%20payment%20infrastructure%3Cbr%3E%E2%80%A2%20Retail%20technology%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3ESME%20recovery%3C%2Fstrong%3E%3Cbr%3E%E2%80%A2%20Money%20movement%3Cbr%3E%E2%80%A2%20Acceptance%3Cbr%3E%E2%80%A2%20Risk%20management%3Cbr%3E%E2%80%A2%20Brand%20management%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3ENew%20categories%20for%202023%3C%2Fstrong%3E%3Cbr%3E%E2%80%A2%20Sustainable%20FinTechs%3Cbr%3E%E2%80%A2%20Risk%3Cbr%3E%E2%80%A2%20Urban%20mobility%3C%2Fp%3E%0A