It serves as a reminder that progress is a shared responsibility, not a one-time achievement.
This year’s theme ‘Hand in Hand, We Celebrate 50 Years’ honours five decades since the founding of the General Women’s Union and celebrates the vital role women have played in our society since its inception.
Although progress has been remarkable, it has never been the work of one gender, one generation or one industry. Nor can we afford to rest on symbolic achievements alone. Real inclusion is not something to be celebrated once a year, but something to be built daily, through policy, practice and partnership. It is only when we work hand in hand that we will unlock our full national potential.
Fifty years ago, the establishment of the General Women’s Union signalled a national commitment to supporting the rights and participation of women in public life.
In the decades since, the UAE has become a global case study for progress in female empowerment. Women today make up 66 percent of public sector roles in the UAE, 30 percent of which are in leadership positions.
Emirati women make up 70% of all university graduates and today an impressive 56% of the UAE’s graduates in STEM courses at government universities are women – many of them going on to pursue careers in fields once seen as not suitable for women.
One example I am particularly proud of is the development of female air traffic controllers at Sharjah International Airport. Mariam Al Hammadi, the first Emirati female air traffic controller (Emirate of Sharjah), was validated in February 2024. Her achievement was made possible not only by her determination, but also by a system that provided the training and certification based on ICAO standards, and most importantly, mentorship to help her succeed. Following Mariam's success, Latifa Al Wheibi became validated as an air traffic controller in March 2025, with the third female Emirati controller, Rawda Aqeel Al Hafidhi, expected to be validated in March 2026. Their stories matter, because they demonstrate what is possible with a structured approach and invaluable guidance to support their empowerment.
The achievements of these and many other female Emirati graduates into their professional careers, did not happen in isolation. They are the product of sustained investment, inclusive policy, and a shared national belief that women are not only contributors to growth, but essential to it.
Yet for all the gains made, we cannot be complacent. The next chapter of the UAE’s development story will look very different from the past 50 years - even the last 20 - shaped by advances in AI, the climate crisis, the UAE’s growing global role, and sweeping societal transformations across the Gulf, from education to employment.
It is critical that we continue to ensure that women are not just participating but also playing a leading role in the future of the UAE, and the work being done now will define how Emirati Women’s Day is recognised in 2075.
Progress must be structural, not seasonal
Celebration is important, but not enough. Progress must be reflected in structure: in policies that nurture talent, in workplaces that adapt to life stages, and in leadership teams that reflect the diversity of the populations they serve.
We see this in the increasing number of organisations introducing maternity policies that go beyond the legal minimums to truly support working parents. We see it in companies that link promotion pathways to equitable recruitment and career development. We see it in national strategies like NAFIS and the Department of Civil Aviation’s Emiratisation programme in Sharjah, which support the inclusion of Emirati women in technical and leadership roles.
Building equity across leadership
Leadership roles must also be accessible, visible and viable for women. Over the past decade, we have seen encouraging momentum here. Since the UAE government made it mandatory for listed companies to have at least one woman on their board, women have taken an increasing share of board seats and in 2025 15 percent of positions are held by women at listed companies here in the UAE, a significant improvement, but still with ground to gain to achieve parity.
From my own experience, I have seen how promoting gender parity within senior teams leads to more collaborative decision-making, stronger culture and better outcomes. I am proud to be part of an executive leadership team where more than half of the roles are held by women, and where over 40 percent of critical management positions are also occupied by female employees. We also run a UAE Graduate Programme, focused on women in the UAE that enables us to not only identify future talent but investing in their careers.
If we are to prepare the next generation of Emirati women to lead, we need to ensure that their growth is supported and their ambition is met with opportunity.
Inclusion is innovation
It is often said that diversity drives innovation and nowhere is that more evident than in the UAE. As our region continues to transform into a knowledge-based, digitally enabled economy, the ability to bring different perspectives into decision-making is essential.
Women, particularly those with technical backgrounds or multi-sector experience, have a critical role to play here. My own career began in IT networking programming before moving into logistics, and then eventually into HR process excellence and operations. This cross-functional foundation has been vital in helping me lead multidisciplinary teams, scale transformation initiatives and drive sustainable growth across organisations.
But more broadly, it reflects what I believe is the next evolution of inclusion: not simply ensuring that women are present in the room, but making sure they are equipped, empowered and expected to lead.
As we reflect on this year’s Hand in Hand theme, we must remember that progress is never singular. Emirati women have long demonstrated their strength, skill and leadership, across government, business, science, culture and public service. But their success has always been magnified by the presence of supportive systems, inclusive workplaces and allies who understand the value of collaboration.
Looking ahead, the next 50 years will not be defined by individual brilliance alone. They will be shaped by how effectively we work together: across sectors, across genders and across generations. Employers, policymakers and institutions must continue to remove barriers, create opportunity and ensure that inclusion is embedded into the fabric of their culture, not just recognised in their communications on specific calendar dates.
When we work hand in hand, we don’t just support women. We strengthen the nation.