UAE business leaders making an investment in local talent are helping to change the face of an evolving private sector landscape as the government's Emiratisation strategy takes shape.
Companies told The National of the importance of integrating citizens into their workplace culture and said it was crucial to think outside of the box when launching recruitment drives.
Private sector firms with 50 or more employees must ensure 7 per cent of skilled roles are filled by Emiratis by June 30, with substantial fines levied from the following month for those caught flouting the rules.
The latest six-monthly target is part of the country's mission to have 10 per cent of private sector jobs taken up by Emiratis by the end of 2026.
More than 141,000 Emiratis were employed in private companies by the end of May, the Ministry of Human Resources and Emiratisation said.
While businesses are eager to avoid financial penalties, they have been urged to adopt a big picture view of the benefits of unlocking the potential of thousands of new recruits.
Learning curve
Ben Crompton, managing partner of Crompton Partners estate agents in Abu Dhabi, said that starting early is essential as “it's a learning curve for everyone involved”.
“First, we needed to know where to advertise to attract Emirati talent. Then, we needed to explain the nature of real estate pay structures [commission-based pay] in comparison to typical salaried jobs.
“We also wanted to ensure our Emirati team members were comfortably settled into a multicultural team, where English is the primary language. And finally, we needed to overcome assumptions about some Emiratis only preferring government jobs. This last challenge is merely an assumption,” said Mr Crompton.
Mr Crompton said that the company has benefitted greatly from adding Emiratis to the workforce.
“Some of our clients who are local investors benefit from our Emirati team members’ ability to connect with them both linguistically and culturally, and we now have even more success stories with Emirati team members working on highly successful projects that involve selling Emirati-specific properties.”
Broadening scope
Bader Alawadhi, executive director of Leader Group, which has an extensive portfolio of interests spanning from retail and real estate and shopping malls, said encouraging Emiratis to switch from the public sector remained a challenge.
“There is a limited pool of Emirati talent actively seeking roles in the private sector, especially outside government entities,” he said.
“Many qualified nationals are already in public sector roles that offer more attractive salaries and shorter working hours,” said Mr Alawadhi.
Mr Alawadhi advised companies to broaden their scope when searching for Emirati hires and not to solely rely on recruitment portals established by the government.
“There are other talent providers and consultancies that can help access Emirati CVs. Unfortunately, many HR teams focus only on the usual platforms, which narrows the search. The Ministry of Human Resources and Emiratisation might also consider accrediting more sourcing partners to broaden the pool and help companies meet targets more efficiently.”
Mr Alawadhi said that they've avoided fines on a compliance level “but the real win has been seeing committed young Emiratis thrive within our teams”.
Carving a niche
Mohammed Al Gaith, a senior level worker in real estate, said that finding jobs in the private sector at the senior level proved much harder than junior level jobs.
“When I graduated around 2017, I secured a civil engineering role even before finishing university. At that time, the entry-level landscape was more open. But as you rise through the ranks, the dynamics change − networking, demographics and relationships begin to matter more than merit alone.
“I’m at the senior manager level. But even with that experience, I still face structural barriers. Emiratisation strategies in many organisations focus on entry-level or admin roles to tick the KPI [key performance indicator] box. There’s far less emphasis on integrating Emiratis into strategic, decision-making positions.
“This misses a huge opportunity. Emirati professionals at the senior level can offer not just technical skill but cultural intelligence, stakeholder access and a long-term commitment to the national vision.”
Mr Al Gaith advised young jobseekers to find a niche and build their career around it. He used the example that where “there might be hundreds of civil engineers competing for the same role, there are far fewer project controls specialists or planners with deep expertise”.
He added that carving a niche sets you apart and increases your value in a highly competitive market.
Wealth of talent
“The work experience and knowledge gained in the private sector are extensive, given its dynamic and fast-paced environment,” said Maryam AlNuaimi, Emiratisation and early careers specialist at Marsh McLennan, a professional services company with a focus on risk and strategy.
“If companies take advantage of this initiative by implementing long-term strategies for Emirati employees, the benefits will be significant for everyone involved − the Emiratis, the companies, and the nation as a whole.
“I strongly encourage all companies to adopt this initiative, as there is a wealth of talented Emiratis with great potential,”
“Meeting deadlines is manageable if the company has a strategic recruitment plan in place for hiring Emiratis and has made an effort to maintain a solid pool of candidates to replace on time those who resign,” she added.
The specs: 2018 Nissan 370Z Nismo
The specs: 2018 Nissan 370Z Nismo
Price, base / as tested: Dh182,178
Engine: 3.7-litre V6
Power: 350hp @ 7,400rpm
Torque: 374Nm @ 5,200rpm
Transmission: Seven-speed automatic
Fuel consumption, combined: 10.5L / 100km
Bugatti Chiron Super Sport - the specs:
Engine: 8.0-litre quad-turbo W16
Transmission: 7-speed DSG auto
Power: 1,600hp
Torque: 1,600Nm
0-100kph in 2.4seconds
0-200kph in 5.8 seconds
0-300kph in 12.1 seconds
Top speed: 440kph
Price: Dh13,200,000
Bugatti Chiron Pur Sport - the specs:
Engine: 8.0-litre quad-turbo W16
Transmission: 7-speed DSG auto
Power: 1,500hp
Torque: 1,600Nm
0-100kph in 2.3 seconds
0-200kph in 5.5 seconds
0-300kph in 11.8 seconds
Top speed: 350kph
Price: Dh13,600,000
Why it pays to compare
A comparison of sending Dh20,000 from the UAE using two different routes at the same time - the first direct from a UAE bank to a bank in Germany, and the second from the same UAE bank via an online platform to Germany - found key differences in cost and speed. The transfers were both initiated on January 30.
Route 1: bank transfer
The UAE bank charged Dh152.25 for the Dh20,000 transfer. On top of that, their exchange rate margin added a difference of around Dh415, compared with the mid-market rate.
Total cost: Dh567.25 - around 2.9 per cent of the total amount
Total received: €4,670.30
Route 2: online platform
The UAE bank’s charge for sending Dh20,000 to a UK dirham-denominated account was Dh2.10. The exchange rate margin cost was Dh60, plus a Dh12 fee.
Total cost: Dh74.10, around 0.4 per cent of the transaction
Total received: €4,756
The UAE bank transfer was far quicker – around two to three working days, while the online platform took around four to five days, but was considerably cheaper. In the online platform transfer, the funds were also exposed to currency risk during the period it took for them to arrive.
Tips to keep your car cool
- Place a sun reflector in your windshield when not driving
- Park in shaded or covered areas
- Add tint to windows
- Wrap your car to change the exterior colour
- Pick light interiors - choose colours such as beige and cream for seats and dashboard furniture
- Avoid leather interiors as these absorb more heat
Results
Stage 7:
1. Caleb Ewan (AUS) Lotto Soudal - 3:18:29
2. Sam Bennett (IRL) Deceuninck-QuickStep - same time
3. Phil Bauhaus (GER) Bahrain Victorious
4. Michael Morkov (DEN) Deceuninck-QuickStep
5. Cees Bol (NED) Team DSM
General Classification:
1. Tadej Pogacar (SLO) UAE Team Emirates - 24:00:28
2. Adam Yates (GBR) Ineos Grenadiers - 0:00:35
3. Joao Almeida (POR) Deceuninck-QuickStep - 0:01:02
4. Chris Harper (AUS) Jumbo-Visma - 0:01:42
5. Neilson Powless (USA) EF Education-Nippo - 0:01:45
UNpaid bills:
Countries with largest unpaid bill for UN budget in 2019
USA – $1.055 billion
Brazil – $143 million
Argentina – $52 million
Mexico – $36 million
Iran – $27 million
Israel – $18 million
Venezuela – $17 million
Korea – $10 million
Countries with largest unpaid bill for UN peacekeeping operations in 2019
USA – $2.38 billion
Brazil – $287 million
Spain – $110 million
France – $103 million
Ukraine – $100 million
The Gentlemen
Director: Guy Ritchie
Stars: Colin Farrell, Hugh Grant
Three out of five stars
Tax authority targets shisha levy evasion
The Federal Tax Authority will track shisha imports with electronic markers to protect customers and ensure levies have been paid.
Khalid Ali Al Bustani, director of the tax authority, on Sunday said the move is to "prevent tax evasion and support the authority’s tax collection efforts".
The scheme’s first phase, which came into effect on 1st January, 2019, covers all types of imported and domestically produced and distributed cigarettes. As of May 1, importing any type of cigarettes without the digital marks will be prohibited.
He said the latest phase will see imported and locally produced shisha tobacco tracked by the final quarter of this year.
"The FTA also maintains ongoing communication with concerned companies, to help them adapt their systems to meet our requirements and coordinate between all parties involved," he said.
As with cigarettes, shisha was hit with a 100 per cent tax in October 2017, though manufacturers and cafes absorbed some of the costs to prevent prices doubling.
yallacompare profile
Date of launch: 2014
Founder: Jon Richards, founder and chief executive; Samer Chebab, co-founder and chief operating officer, and Jonathan Rawlings, co-founder and chief financial officer
Based: Media City, Dubai
Sector: Financial services
Size: 120 employees
Investors: 2014: $500,000 in a seed round led by Mulverhill Associates; 2015: $3m in Series A funding led by STC Ventures (managed by Iris Capital), Wamda and Dubai Silicon Oasis Authority; 2019: $8m in Series B funding with the same investors as Series A along with Precinct Partners, Saned and Argo Ventures (the VC arm of multinational insurer Argo Group)
Mohammed bin Zayed Majlis
What vitamins do we know are beneficial for living in the UAE
Vitamin D: Highly relevant in the UAE due to limited sun exposure; supports bone health, immunity and mood.
Vitamin B12: Important for nerve health and energy production, especially for vegetarians, vegans and individuals with absorption issues.
Iron: Useful only when deficiency or anaemia is confirmed; helps reduce fatigue and support immunity.
Omega-3 (EPA/DHA): Supports heart health and reduces inflammation, especially for those who consume little fish.
SPECS
%3Cp%3E%3Cstrong%3EEngine%3A%3C%2Fstrong%3E%201.5-litre%204-cylinder%3Cbr%3E%3Cstrong%3EPower%3A%3C%2Fstrong%3E%20101hp%3Cbr%3E%3Cstrong%3ETorque%3A%3C%2Fstrong%3E%20135Nm%3Cbr%3E%3Cstrong%3ETransmission%3C%2Fstrong%3E%3A%20Six-speed%20auto%3Cbr%3E%3Cstrong%3EPrice%3A%3C%2Fstrong%3E%20From%20Dh79%2C900%3Cbr%3E%3Cstrong%3EOn%20sale%3A%3C%2Fstrong%3E%20Now%3C%2Fp%3E%0A
Email sent to Uber team from chief executive Dara Khosrowshahi
From: Dara
To: Team@
Date: March 25, 2019 at 11:45pm PT
Subj: Accelerating in the Middle East
Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.
Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.
I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.
This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.
It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.
Uber on,
Dara
