< Previous20 CEO MIDDLE EAST APRIL 2024 COVER STORY SAMUEL SABA tive opinion of their investments and potentially be repeat customers. Tell us more about your latest project in Zanzibar. Our project in Zanzibar is by far, definitely the most exciting project we have been working on till date. We are building a five-star residential and resort complex in the northern side of the island. There will be approximately 70 apartments, and 111 hotel Rooms, compromised of suites, and one- to two- bedroom villas. We are very confident that together with Anantara, we are set to deliver what is going to become the best hotel on the entire island. Currently the offering of five-star hotels in Zanzibar does not compare with the international standards ex- pected of luxury travellers from around the world. The quality of accommoda- tion, service, and food in particular are areas that need to see strong improve- ment. The gap in the market was obvious, and we are looking to fill it as most of the current hotels on the island are “mom and pop shop” boutique ho- tels, only now are we seeing interna- tional chains coming to the island such as the Four Seasons, Park Hyatt, and of course the Anantara Zanzibar Resort. We are the only company on the island that is offering a branded, beachfront resort living experience with access to all of the hotel amenities, including the gym, spa, restaurants, and sports facilities. Currently, we are seeing very strong feedback from primarily European, Russian, and Arab investors who are looking to ditch the traditional investment options in their respective countries. We are also the only company that is offering investment opportu- nities into our hotel project, where investors will have the opportunity to purchase a hotel unit and in turn benefit from the returns that the hotel is set to make when operational, while also receiving two weeks a year free of charge hotel usage. Why did you choose Zanzibar as an investment destination? I consider myself very fortunate to have travelled all around the world and have had the opportunity to visit some of the most beautiful places. When I first went to visit Zanzibar, I was im- mediately blown away by the beauty of the island and saw the potential of the island, and that it not only com- petes with other international desti- nations but surpasses them in many different key points. One step onto any of the beaches of Zanzibar and you will find crystal white soft sand and a rich turquoise coloured sea. The greatest asset that Zanzibar has to offer is its people. You The Anantara Zanzibar Resort will redefine the standard of luxury hospitality in ZanzibarAPRIL 2024 CEO MIDDLE EAST 21 SAMUEL SABA COVER STORY Infinity Group is lucky to have an amazing team that works tirelessly to help the company execute its goals, Saba says immediately feel the warm embrace and energy of the people of Zanzibar from the second you land on the island, until when you leave. The country also has a great airport, amazing roads, and provides far more value for tourists in terms of getting what they pay for. I would also like to take a second to praise Dr. Hussein Ali Mwinyi, The President of Zanzibar and the government that he has built. The government of Zanzibar is one of the most proactive, responsive, and helpful governments that I have ever had the pleasure to work with. The president is not only a man with great ideas, but also one who knows how to bring them to reality – and this is evident the second you step into the country. Not to mention, that the entire process of investing in Zanzibar as a foreigner has been made very easy, and all govern- ment departments are very active in providing assistance whenever needed. What do you see in the future for Infinity Group? I very much believe to sticking to what you know, so the primary focus for Infinity Group going forward over the next few years is definitely going to be real estate. We are already looking at placing other investments here in Dubai, and in Zanzibar over the next few years. The market in Dubai is one of the strongest around the world and having lived here for 22 years I have been able to witness this market’s resil- ience and growth first hand. Zanzibar is also a place that is most likely going to stay as a very interesting market for us too, due to its infrastructure, government, influx of tourists, safety, friendly citizens, land availability, warm climate, and crystal blue beaches. What role do you play as chairman of Infinity Group? My job is to ensure that we have the right people who are following the right processes. Our company has been growing quite fast, and I think that the main way to continue to fuel this growth is to have the company change from a people-based organisation to a process-based organisation. I also spend a lot of time with our clients, developing those relationships while also actively exploring other areas of opportunities in the market. From going to look at new deals, investment opportunities, or see- ing how to grow our existing compa- nies and make them perform better. Infinity Group is a family-run organisation. How has that whole experience been? We are a family-run business, so I am very grateful that the people whom I work very closely with are also the peo- ple that I spend most of my time with. Our conversations throughout the day, both in and out of the office all revolve around work and how to address issues or improve certain areas of our business. Each family member is responsible for one business service, and what works very well for all of us is that we service the same clients. There are very few companies in Dubai that you can sit in the same room with, that will be able to offer you a 360-degree solution from project inception to execution. As a client, dealing with a multitude of different companies for a project can be tiresome, expensive, and more often than not prove to be troublesome in managing all of the coordination between the different entities to bring a project to fruition. The entire family learned about business from a very young age, as we were very exposed to our father who was a serial entrepreneur. The other big thing of course is that our staff and team have be- come like family to us. We spend the majority of our day, every day inside of the office working together. We are very blessed and lucky to have an amazing team that works tirelessly day and night to help us execute our goals, objectives, and to see our clients’ deadlines met. I think it is safe to say that if it was not for our amazing team, Infinity Group would not be where it is today; so I would like to definitely extend a second of praise to our team because if not for them we would not be able to do what we are doing. 22 CEO MIDDLE EAST APRIL 2024 s barriers to international movement diminish and global mobility reaches unprecedent- ed levels, more individuals are choosing to establish their lives in new countries. According to the United Nations Depart- ment of Economic and Social Affairs (UN DESA), the number of international migrants reached an estimated 281 mil- lion in 2020, which is about 3.6 percent of the world’s population. Many relocate for economic op- portunity, to broaden their academic and professional horizons, to reunite with loved ones or to escape politi- cal instability. For some it’s simply the lure of cultural exploration or a more favourable climate. Whatever the mo- tives, now, more than ever, people are choosing to live in a country other than the one of their birth. The Gulf: A magnet for expatriates In the Gulf region this trend is par- ticularly pronounced. The UAE, for example, has one of the highest ratios of expatriates to citizens in the world, with expats making up approximately 90 percent of the population. Qatar boasts a similarly high expat population, with foreigners constituting around 85 percent of its residents. This is primarily fuelled by the region’s rapid economic development and the high demand for skilled labour. Economic diversification and opportunities Most GCC countries have launched plans or policies aimed at diversifying their economies away from oil depend- ence and these have had significant success. In the UAE, the transformation has been remarkable, with non-oil sectors now fuelling around 70 percent of the country’s GDP. Dubai, in particular, stands out for its diversified economy, where trade, logistics, tourism, and finance serve as the backbone of its economy. What does the future hold for the Gulf as a global hub for expats? SHIFTING SANDS: GLOBAL MIGRATION TRENDS AND THE GULF’S CENTRAL ROLE Medina says exploring your options for residency in the UAE or relocating to other countries presents a world of opportunities BY KIM MEDINA, DIRECTOR OF LEGAL AND COMPLIANCE AT THE KNIGHTSBRIDGE GROUP A COMMENTAPRIL 2024 CEO MIDDLE EAST 23 COMMENT It’s also pronounced in other coun- tries. Qatar’s non-oil sector accounts for over 50 percent of its GDP, driven by growth in construction, manufacturing, and services and in Bahrain, the financial services sector is the second-largest con- tributor to GDP at 16.7 percent of total. These successes have created nu- merous opportunities for both local and international businesses, opening up new avenues in sectors such as tech- nology, renewable energy, healthcare, and education to name just a few. This broadening of the economic landscape has also attracted foreign talent. Who’s moving and why? Most of these come from Asia, attracted by the promise of competitive salaries, career advancement opportunities, and the chance to work in a rapidly developing economic landscape. Profes- sionals from countries like India, the Philippines, Pakistan, and Bangladesh are drawn to sectors such as construc- tion, healthcare, and technology, where their expertise is in high demand. The potential for financial security and the ability to support families back home also adds to the appeal. The Gulf region also sees a signifi- cant influx of European and British ex- pats, though for this group the motives are often different. The main attraction often lies in the tax-free incomes on offer, which, when coupled with com- petitive salaries, results in a substantially higher disposable income compared to their home countries. This allows them to enjoy a higher standard of living, indulging in luxuries and savings that might be harder to come by back home. Ease of business and investment The ease of starting a business in the Gulf region, particularly through the innovative framework of free zones, adds another layer of appeal. Taking the UAE as a prime example, the country boasts over 40 free zones, each designed to facilitate the smooth launch and op- dency. There’s also been a move to allow expatriates to own freehold property in designated areas, adding to the appeal of investment in the region. Addition- ally, the easing of job mobility restric- tions, including the removal of the need for a no-objection certificate (NOC) from employers for employees want- ing to switch jobs, is giving expats more freedom and flexibility in their careers. These changes are not just making it easier for people to plan for their futures in the Gulf but also signalling a shift to- wards more expatriate-friendly policies. Another ground-breaking devel- opment is the UAE’s introduction of policies allowing the naturalisation of foreign investors, professionals, and special talents which was implemented in January 2021. This would previously have been inconceivable and was a radi- cal departure from past practices where citizenship was almost exclusively reserved for those with Emirati heritage. This move not only opens the door to a raft of opportunities for expatriates but also highlights the value of holding one of the world’s strongest passports. Navigating options: UAE and beyond Exploring your options for residency in the UAE or relocating to other coun- tries presents a world of opportunities. From the UAE’s Golden Visa to various residency by investment programmes worldwide, there’s a pathway to suit al- most every need and ambition. Whether you’re drawn by the allure of the UAE’s dynamic economy and inclusive policies or the appeal of setting down roots in a new country for greater security, free- dom, and quality of life, understanding the available options is key. As the world becomes increasingly interconnected, the decision to move abroad is more accessible and appealing than ever. With the right guidance and understanding of your options, you can navigate the complexities of global im- migration to find the perfect fit for your personal and professional goals. 3.6% The GCC region’s overall economic growth in 2024, according to a report from the World Bank eration of businesses. These zones not only simplify the company setup pro- cess but also offer numerous advantages such as 100 percent foreign owner- ship, exemption from taxes, and the full repatriation of profits. It’s a unique combination of benefits that not only lowers the barriers to entry for new ventures but also provides the potential to access the emerging markets of the MEASA region. Changing perspectives on long-term residency Not all migration is inward though. While the Gulf states have always been magnets for expatriates seek- ing better opportunities and higher earnings, the idea of settling down permanently in the region is rarely on the cards for most. Typically, expats have viewed their stint in places like the UAE, Qatar, or Bahrain as temporary, planning to return home or move westward to countries like Canada, Australia, or parts of Europe after a few years. Their reasons range from seeking long-term residency and retirement plans to wanting citizen- ship in countries with familiar and recognisable social welfare systems. Some still do. However, the tide is beginning to turn. Recent policy re- forms in the Gulf are starting to paint a different picture, one where expats can more realistically consider making these countries their long-term home. The UAE, for instance, has in- troduced retirement and golden visas, opening up new paths to longer resi-24 CEO MIDDLE EAST APRIL 2024 he surge in popularity of Buy Now Pay Later (BNPL) services has reshaped the land- scape of consumer finance, offering shop- pers convenient alternatives to traditional payment methods. However, alongside this rapid growth comes the imperative need to ensure robust consumer protec- tion measures. This article undertakes a comparative analysis of various regulatory approaches employed across different jurisdictions to safeguard consumers in the realm of BNPL services. Approach 1: Exemption with proposed reform innovation within the BNPL sector and ensuring robust consumer protection. By imposing conditions such as fixed sum credit, maximum payment limits, and interest-free credit, regulators seek to mitigate risks associated with excessive debt accumulation while preserving the accessibility and flexibility that BNPL services offer to consumers. Approach 2: Self-regulation with transition to statutory regulation In contrast, some jurisdictions, like Australia, have relied on self-regulation within the BNPL industry. Initially, this approach allowed BNPL provid- ers to voluntarily adhere to industry codes of practice, such as the BNPL Code of Practice established by the Australian Finance Industry Associa- tion. While self-regulation provided a degree of flexibility and autonomy to the industry, growing concerns over consumer protection have prompted discussions on transitioning to statu- tory regulation. Proposed changes seek to bring BNPL services under the purview of existing credit protection laws, necessitating providers to obtain licenses and adhere to responsible lending practices. This transition aims to enhance consumer protection by imposing clear disclosure obligations, providing hardship provisions, and ensuring compliance with regulatory standards. By formalising regulatory oversight, authorities aim to instill greater confidence among consumers while promoting responsible lending practices within the BNPL industry. Approach 3: Expansion of regulatory oversight In jurisdictions like Ireland, regula- tory oversight of BNPL services has expanded to encompass a broader definition of credit. Historically, BNPL providers operated outside the scope of traditional financial regulations due to interpretations that their interest-free deferred payment structures fell outside A comparative review of regulatory approaches in buy now pay later (BNPL) services MOTIVATING CONSUMER PROTECTION Recent regulatory amendments in the UAE have introduced tailored licensing requirements for BNPL providers BY AKSHATA NAMJOSHI, ASSOCIATE PARTNER, AND RATUL ROSHAN, SENIOR ASSOCIATE, KARM LEGAL CONSULTANTS T COMMENT In certain jurisdictions, such as the United Kingdom, BNPL services initially enjoyed exemptions from conventional financial regulations. These exemptions facilitated the rapid expan- sion of BNPL services, enabling them to thrive in the marketplace. However, recent reviews, including the Wool- ard Review and the Treasury Review, have shed light on emerging consumer protection concerns. Proposed legislative changes aim to remove blanket exemp- tions and introduce limited regulation tailored to the unique characteristics of BNPL services. The objective is to strike a delicate balance between fostering COMMENT APRIL 2024 CEO MIDDLE EAST 25 the definition of “credit.” However, the introduction of comprehensive regula- tion, such as the Consumer Protection Act, has broadened the regulatory framework to include BNPL arrange- ments. This expansion of regulatory oversight subjects BNPL providers to higher standards of consumer protec- tion, obligating them to assess the suitability of their products and evalu- ate consumers’ ability to repay debts. Additionally, regulatory measures such as imposing maximum interest rates aim to mitigate the risk of consumer debt and ensure responsible lending practices within the BNPL sector. Approach 4: Tailored licensing requirements In the UAE, recent regulatory amend- ments have introduced tailored licens- ing requirements for BNPL providers. Previously, financing activities in the UAE were regulated under frame- works designed for traditional finance companies, which did not adequately address the unique characteristics of BNPL services. However, recent amendments have categorised BNPL providers under specific licensing categories, such as Restricted License Finance Companies (RFCs). These tai- lored licensing requirements acknowl- edge the distinct nature of BNPL services and introduce measures such as affordability assessments, ceiling limits on credit, and caps on maximum fees. By establishing a regulatory framework tailored to BNPL services, authorities aim to ensure that consumers are pro- tected from predatory lending practices and excessive debt accumulation while promoting financial inclusion and in- novation within the sector. In conclusion, the regulatory land- scape of BNPL services varies across ju- risdictions, reflecting diverse approaches to enhancing consumer protection while fostering innovation and accessibility. In the context of BNPL services, consumer protection assumes paramount conduct affordability assessments to evaluate consumers’ ability to repay debts responsibly. By assessing factors such as income, expenses, and existing financial commitments, providers can mitigate the risk of overindebtedness and protect vulnerable consumers from financial harm. Hardship provisions: In instances where consumers encounter financial difficulties, regulatory frameworks may require BNPL providers to offer hard- ship provisions, such as options for re- payment assistance or flexible payment arrangements. These provisions aim to support consumers facing temporary financial challenges and prevent the escalation of debt. Maximum interest rates and fees: To prevent predatory lending practices and excessive debt accumu- lation, regulatory frameworks may impose caps on interest rates and fees charged by BNPL providers. By limiting the cost of credit, authori- ties aim to protect consumers from exploitative practices and ensure fair and transparent pricing. Complaints handling mecha- nisms: Effective regulatory frame- works include mechanisms for con- sumers to raise complaints and seek redress in cases of disputes with BNPL providers. Accessible complaints han- dling procedures empower consumers to assert their rights and hold provid- ers accountable for any breaches of regulatory obligations. As BNPL services continue to evolve, regulators must remain vigi- lant, adapting regulatory frameworks to address emerging risks and ensure that consumer protection remains a cornerstone of the industry. \ By fostering a regulatory envi- ronment that promotes transparency, responsible lending practices, and consumer empowerment, authorities can support the sustainable growth of BNPL services while safeguarding the financial well-being of consumers. Consumer protection assumes paramount importance due to the inherent risks associated with unsecured lending and potential debt accumulation, believes Namjoshi (top photo) and Roshan importance due to the inherent risks as- sociated with unsecured lending and po- tential debt accumulation. Specific areas of consumer protection that regulatory frameworks aim to address include: Clear disclosure obligations: Regulators seek to ensure that BNPL providers transparently disclose key terms and conditions to consumers, including repayment schedules, fees, and potential consequences of missed payments. Clear and accessible infor- mation empowers consumers to make informed decisions and understand their financial obligations. Responsible lending practices: Regulatory frameworks often impose obligations on BNPL providers to 26 CEO MIDDLE EAST APRIL 2024 ridging the gender gap is not as simple as settling for equal pay for equal work or gender balance around the boardroom table. Women still face several barriers and challenges, biases and injustices that limit their full potential and participa- dignity and hinder the progress of the entire society. Addressing this requires an understanding of the principles of equality and equity. While equality aims for sameness, equity aims for fairness. This means recognising and addressing the differ- ences and circumstances of individuals or groups rather than giving everyone the same thing; in other words, focus- ing on equality of outcome rather than only treatment. According to the World Bank, ad- vancing gender equality and opening economic pathways for women could add $13 trillion to the global gross domestic product (GDP) by 2030. Logically, this is a significant incen- tive for the currently male-dominated C-Suite to bring more women into the workforce and generate growth. Addressing the gender pay gap is fundamental in changing the embed- ded culture of inequality – it is an important mechanism that can be Addressing the gender pay gap is fundamental in changing the embedded culture of inequality EQUALITY FOR WOMEN IN THE WORKPLACE MUST INCORPORATE THE PRINCIPLES OF EQUITY Companies with diverse leadership teams and inclusive practices consistently outperform their peers BY MILLICENT CLARKE, REGIONAL HEAD OF HUMAN RESOURCES, STANDARD CHARTERED AFRICA & MIDDLE EAST B DIVERSITY tion in the labour market. These include gender-based discrimination, violence, harassment, unequal pay, and lack of access to education, health care, finance and leadership opportunities. These fac- tors affect women’s well-being and DIVERSITY APRIL 2024 CEO MIDDLE EAST 27 continuously benchmarked to maintain the momentum for change. But focus- ing on the gender pay gap – a crucial step towards ensuring greater diversity within the workplace – is not the only instrument of change. To bring about the sort of progress we are talking about means creat- ing an enabling environment where women have equal rights but also have the opportunities and resources and that their voices and perspectives are valued and respected. But there is a moral side to the pragmatic approach. Several studies indicate that investing in women positively impacts other development goals, such as reducing poverty, improving health, education, and environmental outcomes, and promoting peace and security. Standard Chartered strongly values diversity and inclusivity, believing that our diverse workforce, culture, and values drive our success. We have strived to create an environment that fosters excellence, where every individual can thrive, regardless of background or identity. Companies with diverse leader- ship teams and inclusive practices consistently outperform their peers. By investing in businesses that prioritise gender equality among their custom- ers and their workforces, investors can tap into this potential for financial outperformance. In addition, Women typically invest a higher proportion of their earnings in their families and com- munities than men, which speeds up development, helps overcome poverty, reduces inequalities, and improves children’s nutrition, health, and school attendance. This is also why – as a component of seeking equity for women – we need to see a greater focus on invest- ing in women’s health, which has been shown to have enormous economic benefits. Healthier women and their children contribute to more productive and better-educated societies. Investing in women is a matter of justice and a matter of necessity. Women are the key drivers of change and progress, and their empowerment benefits everyone. Investing in women “WE MUST FOSTER A DIVERSITY, INCLUSION AND COLLABORATION CULTURE WHERE WOMEN AND MEN WORK TOGETHER AS EQUAL PARTNERS” Investing in women can create a more prosperous, peaceful, and sustainable world for all, says Clarke can create a more prosperous, peaceful, and sustainable world for all. Financially, there is solid ground for investing in women-owned busi- nesses or businesses that promote gender equality. Often referred to as “gender lens investing”, it involves investing in women-owned businesses or businesses that promote gender equality and has emerged as a powerful impact investment strategy. It com- bines pursuing financial returns with the quest for gender equality and social well-being. Investing in women’s economic empowerment generates short and long-term social dividends and enhances women’s participation in decision-making and conflict resolu- tion. Societies prioritising women’s health and economic engagement will likely have better population health overall and remain more productive for generations to come. We are deeply committed to gender equality and actively engage with the men and women in our workforce to promote it. We imple- ment robust policies and initiatives to support female colleagues, clients, and girls and women in their communi- ties. We aim to empower women and small businesses, unlock their financial potential, and increase gender equality in the long run. We must take practical actions at all levels, from the individual to the global. We need to challenge and change social norms and stereotypes that perpetuate gender inequality and violence. We must enact and enforce laws and policies that protect and promote women’s rights and interests. We must provide women access to quality education, healthcare, finance, and technology. We need to support women’s entrepreneurship, innova- tion and leadership. We must foster a diversity, inclusion and collaboration culture where women and men work together as equal partners. $13 trillion The boost in global GDP by 2030 through advancing gender equality, according to the World Bank28 CEO MIDDLE EAST APRIL 2024 he role of ‘Women at Work’ has evolved, and globally leaders recognise that boost- ing women’s workforce participation is not just a moral imperative, but also has a significant measurable impact on the sustained performance of the organisation. Having spent much of my career in leadership positions in the GCC, I have witnessed firsthand the remarkable progress we have made, and how our communities and societies have embraced the inclusiv- ity agenda. There is still a way to go for women to truly achieve harmony between their personal and professional ambitions, and this delicate balance re- quires a supportive ecosystem that em- Real change starts with real leadership and as leaders we must make gender inclusion a strategic priority INSPIRING INCLUSION: CHARTING THE PATH FOR WOMEN’S EMPOWERMENT IN THE WORKPLACE It is our shared responsibility to pave the way by dismantling biases, actively driving inclusion, and empowering women to reach their full potential BY SAMAR SAYEGH, PWC PARTNER AND PWC’S ACADEMY MIDDLE EAST LEADER T DIVERSITYDIVERSITY APRIL 2024 CEO MIDDLE EAST 29 beds inclusion at its core. Big change starts with small steps, and as leaders, we have a key role to play in consist- ently building a sustainable ecosystem that inspires inclusion. Leadership by example Real change starts with intentional leadership. As leaders, we must make gender inclusion a strategic priority within our organisation. This goes beyond simply providing opportunities for women to grow in the workplace, it’s about creating an environment that champions the cause while actively combatting biases. The leadership teams can look at implementing poli- cies across all levels to foster cultural change, including specialised entry- level programmes, robust maternity and paternity leave, returnship programmes, and flexible working policies. It is equally important to empower men by embedding allyship in an organisa- tion’s culture. At PwC, for example, we put this into practice with Mandatory Inclusion and Diversity training for all employees, amongst other efforts. Avoid gender silos Bias removal starts at the top. By actively eliminating gender stereotypes in recruitment, and in progression and talent development practices, we send a powerful message that merit, not gender, dictates success. In doing so, we create an environment where all employees feel valued and respected regardless of gender. This, in turn, strengthens com- pany culture, employee satisfaction, and ultimately, business performance. Prioritise upskilling and reskilling Successful leaders recognise that the currency of human capital isn’t jobs or roles, it’s skills. It is our responsibility to create equitable opportunities for all to upskill and reskill. As the world of work evolves, it is critical that women especially, have the opportunity to evolve their skills in line with the jobs of the future. From graduate develop- ment programmes to specialist skills for management to progression and leadership coaching for senior leaders, upskilling can be the game-changer for attracting, retaining, and advancing the womens’ workforce. Not only does this support their individual growth ambitions, but also empowers a semi- tapped workforce for organisations and boosts the economy as a whole. And it all links together. Accord- ing to PwC’s Inclusion Matters Insights 2024, women who experience high inclusion rates are 1.7 times more likely to actively seek out new opportunities to develop and learn new skills. They are also 21 percent more confident that their employers will support their upskilling journey. Mentorship and coaching Women leaders must inspire others to aspire. It’s important to recognise the unique challenges and barriers women face in the workplace, and as leaders, to guide others on how to navigate these. Our experiences, insights and growth- trajectory also are a big motivation for other women in the workplace. It is not enough to just pay it forward ourselves, we must encourage our teams to do the same. Organisations should embed mentoring and coaching in their growth culture to create sustained impact. PwC, for example, supports our network of women employees, university gradu- ates and women entrepreneurs across the region through mentorship pro- grammes, peer support groups and access to women leadership networks. I envision a future where the next- generation can thrive without limita- tions, in a world that embraces gender diversity and celebrates the uniqueness of every individual. To make this a real- ity, it is our shared responsibility to pave the way by dismantling biases, actively driving inclusion, and empowering women to reach their full potential, for the ultimate benefit of all. “I ENVISION A FUTURE WHERE THE NEXT- GENERATION CAN THRIVE WITHOUT LIMITATIONS, IN A WORLD THAT EMBRACES GENDER DIVERSITY AND CELEBRATES THE UNIQUENESS OF EVERY INDIVIDUAL” Sayegh says it’s important to recognise the unique challenges and barriers women face in the workplace $7 trillion The global economy’s gain by closing the gender gap, according to Moody’s AnalyticsNext >