According to Fatmah Rashed Al Kaabi, an advisor at the DG Office of the Abu Dhabi Early Childhood Agency, a successful workplace in the United Arab Emirates (UAE) should be evaluated not only by its level of productivity. It must also support the people behind those results, ensuring that women have the opportunity to realize their aspirations without being forced to choose between motherhood and professional life.
As 2026 is declared the Year of the Family in the UAE, the 'Parent-Friendly Mark' program is launching its fourth cycle and beginning pilot implementation in the public sector. The goal of this initiative is to help employers transform family policies into everyday support for working parents.
Al Kaabi stated in an interview with Khaleej Times that a truly future-ready employer should not put women in a choice between professional ambitions and motherhood, nor should they view flexibility as an exceptional concession.
This support includes provisions for maternity leave and return to work, the availability of feeding rooms, and flexibility during childcare emergencies. However, equally important is the assurance that employees using these measures will not lose visibility, trust, or opportunities for career advancement.
Over the last decade, Emirati women have taken on more roles in the economy, science, education, and energy. Al Kaabi noted that workplace success should now reflect how well organizations help employees navigate different life stages.
She emphasized that one of the most significant changes over the past decade has been the shift from formal policies to real conditions where people genuinely feel supported.
For one working mother, a two-month flexible summer schedule allowed her to travel to Australia with her children to reconnect with relatives she hadn't seen in three years. She and her husband continued to perform their job duties remotely while combining it with annual vacation. Al Kaabi explained that this was not extraordinary, but rather the elimination of a difficult choice between professional obligations and a significant family experience.
"This example reminds us that the true impact of policy is measured not by frameworks, but by moments that matter to families," she said.
The 'Parent-Friendly Mark' encourages employers to consider the real needs of parents, whether it is school holidays, medical appointments, maternity leave, or unforeseen care needs. The pilot project in the public sector can extend this approach to enterprises employing a large number of Emirati specialists, helping to shape broader standards of family support.
Ultimately, success is achieved when a parent no longer feels the need to apologize for being a parent, but instead feels confident to participate fully in work while remaining close to their family.
The initiative also contributes to changing the discussion about fathers and shared care. Figures cited in the interview show that 74 percent of fathers in recognized organizations feel encouraged to use paternity leave.
For Al Kaabi, the importance of the father's presence is personal. Her father raised ten children while working during a time when weekends were limited to Friday, meticulously planning vacations and managing responsibilities to remain involved in school, community, and family life.
"This example shaped my understanding that fatherhood and shared care have always been part of our values, even before workplaces officially recognized it," she shared.
The evaluation of the program goes beyond the mere number of leave days. It checks whether employees understand their rights, whether managers apply policies consistently, and whether benefits and career opportunities are protected during leave.
Leadership also plays a crucial role. Senior executives who openly support family-friendly practices help make these arrangements the norm, not the exception.
"When fathers are given the opportunity to actively participate in care from the earliest stages, mothers carry less of the invisible burden, children benefit from stronger bonds with both parents, and workplaces become fairer and more sustainable."
The central challenge in aligning the needs of young children with large organizations is: "How to achieve scale without losing empathy?"
Through the Leaders for Impact program, which supports the Abu Dhabi Early Childhood Development Strategy 2035, decision-makers come together to ensure the best start in life for every child. This means ensuring that systems serving thousands of employees account for individual circumstances, whether it is a mother returning to work, a father wanting to spend time with a newborn, or a family caring for a child with special needs.
Al Kaabi advised young Emirati women aspiring to lead such initiatives to focus on learning, responsibility, and contribution, rather than titles. Critical thinking, clear communication, mentorship, and consistent implementation are necessary to build influence.
"Leadership is not just about advancing your own path. It is about empowering others."
By 2030, the goal is for working mothers in the UAE to view professional growth and family responsibilities as complementary, not competing. Achieving this goal will also require stronger support for fathers and a work culture that views caregiving as a shared responsibility. "Ultimately, success by 2030 will be measured not only by participation rates, but by whether working parents feel confident, supported, and capable of contributing without compromise."