Through its Irtiqa initiative, the forum focuses on governance models, operational maturity, and measurable workplace impact across sectors.
Sharjah is steadily becoming a key meeting point for conversations around workplace transformation—and NAMA Women Advancement’s latest forum fits right into that momentum.
At the centre of the discussion is a simple but powerful question: how do Women Councils move from being symbolic structures to real drivers of institutional change?
Through its Irtiqa initiative, NAMA convened government, semi-government, and private sector organisations at its “Women Councils Connect” forum, bringing together entities at different stages of building or refining their Women Councils.
The focus wasn’t just on setting them up—but on making sure they actually work.
From intent to structure
Across the UAE’s evolving workplace landscape, organisations are increasingly aligning internal policies with national gender priorities. Women Councils are emerging as one of the key mechanisms supporting that shift—but their effectiveness varies widely.
At the forum, discussions centred on what separates a high-impact council from one that remains largely advisory.
Participants looked closely at governance structures, clarity of mandate, accountability systems, and how closely councils are tied to broader organisational decision-making.
The idea was not theory—it was benchmarking. Organisations with established councils shared practical insights with those still exploring how to form them, creating a peer-learning environment grounded in real experience.
“Systems, not statements”
Her Excellency Mariam Al Hammadi, Director General of NAMA Women Advancement, summed up the core challenge clearly.
She noted that while intent around gender equality is strong across institutions, the real test lies in how that intent is translated into structured systems that can be measured, tracked, and improved over time.
She highlighted Women Councils as a critical link between employees and leadership—helping organisations identify gaps, shape policy, and monitor progress in a consistent way.
She also pointed out that the variation in how these councils are currently defined and governed is exactly why structured frameworks are needed to support their evolution.
Building maturity across organisations
A dedicated session at the forum mapped the development of Women Councils within the UAE’s broader institutional context, followed by group discussions that encouraged participants to compare governance approaches and share on-ground experiences.
These exchanges offered a clearer picture of where organisations currently stand in terms of institutional maturity—and what influences whether a council becomes effective or remains limited in scope.
NAMA also presented its Irtiqa framework, which provides organisations with structured tools, advisory support, and capacity-building programmes aimed at strengthening or establishing Women Councils.
The framework is also designed to encourage collaboration between entities working toward similar goals, creating space for shared learning rather than isolated progress.
From conversations to outcomes
What emerged from the forum was a consistent theme: Women Councils are no longer being viewed as standalone engagement platforms. Instead, they are increasingly seen as part of the broader governance architecture within organisations.
When structured effectively, they move beyond representation and into impact—helping shape decisions, improve workplace systems, and strengthen organisational resilience over time.
As UAE organisations continue to respond to changing workforce expectations, Women Councils are quietly evolving into something more strategic: not just voices within organisations, but mechanisms that help shape how those organisations function.
