Pupils of the outstanding Jumeirah College enjoy themselves during a science lesson at Jumeirah College. Alex Atack for The National
Pupils of the outstanding Jumeirah College enjoy themselves during a science lesson at Jumeirah College. Alex Atack for The National
Pupils of the outstanding Jumeirah College enjoy themselves during a science lesson at Jumeirah College. Alex Atack for The National
Pupils of the outstanding Jumeirah College enjoy themselves during a science lesson at Jumeirah College. Alex Atack for The National

Back to basics is key to an outstanding school


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DUBAI // The secret to achieving an outstanding rating in the annual school inspection is getting back to the basics of education, said Jumeirah College principal Simon O’Connor.

“The first job is to make sure teaching and learning is of an outstanding quality, and a lot of things will follow as a consequence of that,” said Mr O’Connor, who is also chief executive of Jumeirah College, an English-curriculum secondary school that has earned an outstanding grade for the past six years.

“Never let the focus slip from what is going on in the classroom. Ensure that the focus of any school is the student experience and that students are being enabled to realise their potential and stick to that.”

Of the 149 private schools in Dubai that were inspected under the new unified inspection framework – which applied an equal set of evaluation and grading criteria to all schools across the country – 16 schools were awarded the outstanding grade.

These schools provided what inspectors considered to be excellent education to 29,196 pupils. Last year, 14 schools were ranked outstanding.

But the increased number of outstanding schools did not mean the new inspection framework was easier on schools, said Mr O’Connor. In fact, the new grading system, which added new classifications of achievement, had made it more challenging for schools to improve.

“There is a greater delineation between the gradings and I think, actually, that makes it harder for schools to become outstanding, which is no criticism at all,” said Mr O’Connor. “If you are a school that has been good historically, to become outstanding you’ve got to make two jumps as opposed to one.”

For Kings’ School Dubai, this inspection marked the eighth consecutive year it had been awarded the coveted outstanding score.“The clarity of vision for children’s learning is the basis of our success,” the school’s principal Alison Turner said. “However, it has only been by finding and nurturing exceptional teachers and leaders that this vision continues to be made a reality.”

Mr O’Connor agreed that quality teachers and staff were at the core of high-performing schools.

“I would say the most important thing I do as a principal is to make sure that I’ve got the right people in the school,” he said. “My most important job is recruitment and retention of staff.”

The Knowledge and Human Development Authority rewards outstanding schools by allowing them to raise their annual fees by double the Education Cost Index, calculated annually by the Dubai Statistic Centre. This year, for example, the ECI was 3.2 per cent, so outstanding schools could raise their fees by as much as 6.4 per cent.

rpennington@thenational.ae

10 tips for entry-level job seekers
  • Have an up-to-date, professional LinkedIn profile. If you don’t have a LinkedIn account, set one up today. Avoid poor-quality profile pictures with distracting backgrounds. Include a professional summary and begin to grow your network.
  • Keep track of the job trends in your sector through the news. Apply for job alerts at your dream organisations and the types of jobs you want – LinkedIn uses AI to share similar relevant jobs based on your selections.
  • Double check that you’ve highlighted relevant skills on your resume and LinkedIn profile.
  • For most entry-level jobs, your resume will first be filtered by an applicant tracking system for keywords. Look closely at the description of the job you are applying for and mirror the language as much as possible (while being honest and accurate about your skills and experience).
  • Keep your CV professional and in a simple format – make sure you tailor your cover letter and application to the company and role.
  • Go online and look for details on job specifications for your target position. Make a list of skills required and set yourself some learning goals to tick off all the necessary skills one by one.
  • Don’t be afraid to reach outside your immediate friends and family to other acquaintances and let them know you are looking for new opportunities.
  • Make sure you’ve set your LinkedIn profile to signal that you are “open to opportunities”. Also be sure to use LinkedIn to search for people who are still actively hiring by searching for those that have the headline “I’m hiring” or “We’re hiring” in their profile.
  • Prepare for online interviews using mock interview tools. Even before landing interviews, it can be useful to start practising.
  • Be professional and patient. Always be professional with whoever you are interacting with throughout your search process, this will be remembered. You need to be patient, dedicated and not give up on your search. Candidates need to make sure they are following up appropriately for roles they have applied.

Arda Atalay, head of Mena private sector at LinkedIn Talent Solutions, Rudy Bier, managing partner of Kinetic Business Solutions and Ben Kinerman Daltrey, co-founder of KinFitz

TECH%20SPECS%3A%20APPLE%20WATCH%20SERIES%208
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Tamkeen's offering
  • Option 1: 70% in year 1, 50% in year 2, 30% in year 3
  • Option 2: 50% across three years
  • Option 3: 30% across five years 
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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.”

What the law says

Micro-retirement is not a recognised concept or employment status under Federal Decree Law No. 33 of 2021 on the Regulation of Labour Relations (as amended) (UAE Labour Law). As such, it reflects a voluntary work-life balance practice, rather than a recognised legal employment category, according to Dilini Loku, senior associate for law firm Gateley Middle East.

“Some companies may offer formal sabbatical policies or career break programmes; however, beyond such arrangements, there is no automatic right or statutory entitlement to extended breaks,” she explains.

“Any leave taken beyond statutory entitlements, such as annual leave, is typically regarded as unpaid leave in accordance with Article 33 of the UAE Labour Law. While employees may legally take unpaid leave, such requests are subject to the employer’s discretion and require approval.”

If an employee resigns to pursue micro-retirement, the employment contract is terminated, and the employer is under no legal obligation to rehire the employee in the future unless specific contractual agreements are in place (such as return-to-work arrangements), which are generally uncommon, Ms Loku adds.

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The specs: McLaren 600LT

Price, base: Dh914,000

Engine: 3.8-litre twin-turbo V8

Transmission: Seven-speed automatic

Power: 600hp @ 7,500rpm

Torque: 620Nm @ 5,500rpm

Fuel economy 12.2.L / 100km