Skip to main content

Rouya

EN
AR

Rouya In a Few Words

Reflections
Our Inception
Share via
Share via
Cancel

The Foundations

It was no easy feat to bring together the efforts of individuals who are members of the same family, who happen to live in different geographic locations and with different professional backgrounds, to form the nucleus of a company or institution that would combine all its employees’ professional competencies under one roof.

 

It was rather challenging to imagine entering a fiercely competitive market and going through the necessary administrative requirements towards the  establishment of a company, and more particularly, the provision of the necessary capital and the right location and place within the professional and institutional landscape.

 

In the beginning, everything seemed like a challenge to the confident and capable members of this family, who were armed with valuable expertise and relentless determination in the face of adversity

 

The Beginning

With the help of Allah, we completed all legal requirements to set up the company and market it under the name of “Rouya” which means “vision” as it was the founders’ vision and ambitions that materialised in this initiative.

So, we rented and renovated a small office, which we furnished with basic equipment, then we started our journey with a very limited number of clients, accepting small projects and covering a few events on specific occasions.

Instead of focusing on making a quick profit, our major objective was finding a place in the market and showcasing the skills and talents of our team members, especially the highly motivated Zainab Azzam and Dareen Al Sarraj, the first two team members to join the company and nurture it in its first steps.

From left to right: Wissam Al Dabbagh, Zainab Al Dabbagh, Maryam Al Dabbagh, Abdul Rahman Salem, and Yusur Al Dabbagh

What We Are Now

Like any other experience, we encountered some challenges, which we overcame with patience and wisdom. Such challenges were a springboard towards more success and achievements in the future.

We successfully carried out our activities, especially thanks to the new members: accomplished academic researchers who tremendously enriched the team and enabled it to expand its sphere of activities, thereby gaining greater customer satisfaction and ushering in a new phase of competition at the local and international levels.

Rouya started its journey with four members from the same family, which became today a bigger family made up of 28 members of highly qualified experts and researchers from 13 different nationalities.*

From left to right, top to bottom: Zainab Al Dabbagh, Mariam Sami, Tamara Al Dabbagh, Sara Sayed, Myriem Boussaad, Einas Alhamali, Yusur Al Dabbagh, Dareen Al Sarraj, Arfa Siddiqi, and Mohamad Albaik

Conclusion

Every success is the result of a clear vision, innovative expertise, strong determination, and a firm belief in success. As we continue to grow, we join forces with all those who seek a generous source of excellence and outstanding services.

Wissam Al Dabbagh
Wissam Al Dabbagh
Wissam is a seasoned strategist with a background in administration and strategy. He had assumed ministerial and administrative roles in Baghdad, Iraq before taking on various positions in the UAE since 1979. Renowned for his strategic writing and storytelling skills, his belief in the power of language has shaped many national transformative projects.

Redefining Work Policies Through a Feminist Lens

Business
The Case for Miscarriage Leave
Share via
Share via
Cancel

In one of the episodes of Rouya’s upcoming podcast–stay tuned!–Maryam Al Dabbagh and I explored how small businesses are pioneering feminist work policies and human-centric HR practices. We touched on what makes HR policies ‘feminist,’ who benefits from them (spoiler alert… everyone), and how a company might find itself in a position to be able to integrate these types of policies into their work culture. We determined that since small businesses can implement changes swiftly due to flatter organisational structures, they are able to respond to the needs of their employees and the market with less red tape and faster decision-making processes. 

 

Since feminist work policies prioritise gender equality, they aim to dismantle systemic barriers and create inclusive environments where everyone has equal opportunities for advancement. These types of policies generally advocate for things like equal pay, parental leave, and flexible working hours.

 

In our conversation, we explored the importance of Parental Leave, including Maternity and Paternity Leave, which together recognise the crucial role that both parents play in welcoming a child into a new family. This inevitably led us to the topic of Miscarriage Leave, or my preferred term: Pregnancy Loss Leave. 

 

While pregnancy loss is not discussed openly, it is an incredibly painful and profound experience for many.  While I personally haven’t gone through it, I have seen firsthand the emotional toll it has taken on close friends who have gone through this heartbreak. The sheer prevalence of pregnancy loss among those close to me has instilled a deep, and somewhat irrational, fear within me that often keeps me awake at night. It’s a fear rooted in the reality that this could be a path I inevitably walk someday. Seeing so many women in my circle face this heartbreaking journey has made me acutely aware of the fragility of life and the emotional toll that pregnancy loss can bring. For me, this is a stark reminder of the challenges and uncertainties that many women (and men) may face on our own paths to parenthood. This is why I believe so strongly that true feminist policies must provision for Pregnancy Loss Leave. In this blog post, I explore current standards and make the case for the pressing need for this special type of paid leave.

 

The global reporting mechanisms of miscarriages are complex, but despite the variances in the definitions and cultural influences on disclosure, the available statistics show that miscarriages affect approximately 10-20% of known pregnancies worldwide. Society stigmatises speaking about pregnancy loss, leaving individuals to navigate this grief in silence, particularly within the workplace.

 

Pregnancy Loss Leave stands at the intersection of Maternity Leave and Bereavement Leave. The former is typically taken when a child is born and the latter addresses the loss of a family member. Pregnancy Loss Leave recognises miscarriage as a distinct and significant event that requires dedicated time off and also stands apart from Sick Leave, emphasising the need for a compassionate and supportive approach that goes beyond just physical recovery. This specialised leave not only provides the necessary space for healing, but more importantly, validates the grieving process experienced by individuals and families. 

 

So, what laws are we looking at?

In the UAE, the labour law addresses both paid Maternity and Paternity Leave, as well as extended Maternity Leave due to complications or illness of the mother or child after birth. However, nowhere do modern laws address miscarriage or any additional Paternity Leave outside of the standard leave for fathers that can be taken within the first 6 months of the child’s birth. In fact, to date, only three countries have legislations that specifically address miscarriage: New Zealand, India, and the Philippines. 

 

In New Zealand and India, female employees are entitled to six weeks of paid Miscarriage Leave, while the Philippines applies an equal, paid two-month leave for maternity, miscarriage, and emergency termination of pregnancies. In contrast, other countries do not have explicit policies addressing miscarriage leave, often leaving the decision to state-level government or private company policies. 

 

Government policies aside, why should companies recognise the importance of Miscarriage Leave? Glad you asked…

 

Introducing Miscarriage Leave can bring a slew of benefits to employers. Being there for your team during tough times boosts morale, strengthens loyalty, and boosts workplace culture and diversity. For the linear thinkers out there: It is a strategic move for a company’s reputation; showing that you truly care about your employees can make you a magnet for top talent.

 

Designing inclusive policies isn’t something you do on a whim. It takes careful planning and consideration. You have to lay out clear guidelines that include equal accessibility for both women and men, recognising that men also experience emotional and psychological impacts during pregnancy loss. Additionally, HR professionals need to be trained to ensure that cases are handled with confidentiality and sensitivity. Companies that roll out Miscarriage Leave policies demonstrate that they understand the complexities of pregnancy loss. They prioritise their employees’ well-being during tough times, and that speaks volumes about their values.

 

There might be some pushback against Miscarriage Leave from those who worry about workflow disruptions or costs. However, the reality is that women will have to take time off to recover after a miscarriage. Men will have to take time off to support and care for their partners. The only question that remains is how a company will log it into their HR system. 

 

In a nutshell, I don’t see Pregnancy Loss Leave as nice-to-have; I believe it is essential. It is part of the bigger picture of creating supportive workplaces, and slides in perfectly under the umbrella of feminist work policies. By acknowledging the unique challenges of pregnancy loss, organisations can create environments where everyone feels valued, respected, and supported. It is time for companies to embrace feminist work policies and pave the way for a future of a more compassionate workplace.

Myriem Boussaad
Myriem Boussaad
Myriem is a seasoned Operations and HR strategist with over a decade of impactful experience. Her innovative approach to developing people-centric policies prioritise diversity, inclusivity, and collaboration. As Rouya's General Manager, Myriem shapes forward-thinking policies, ensures business continuity, and advises on key client projects.

Breaking Bread in Business

Business
Hospitality in the World of Business
Share via
Share via
Cancel

It wasn’t easy taking the very first step in building a specialised small company in a big–and somewhat scary–market ten years ago. When I think about the countless challenges that we face, and continue to face, I find myself wanting to turn this post into long-winded narration of the trials and tribulations, the firsts and the wins of our story as members of one family attempting to succeed in this business without sacrificing our culture and familial ties in the process.

 

Nevertheless, I promised the editor of this blog that I would stick to my deadline (which I’ve already missed by more than a week) and write about the ethics and etiquette of today’s business. So I’ll leave my storytelling tendencies for another day, or perhaps I’ll tell this story on our upcoming podcast.

Bismillah, we begin.

I still recall that meeting in Abu Dhabi, specifically in Mina Zayed, when my partner in life and business, Abdul Rahman, ordered a large quantity of luqaimat, dates, and various teas to be delivered to the meeting’s address. There were to be more than thirty people from several companies to work on one of the most important governmental projects at the time. Rouya wasn’t the host, but was invited alongside the rest of the company to participate in a brainstorming session. However, we were raised to always bring a plate or two whenever we visited neighbours, friends or family, so we resolved to follow this tradition. When we arrived, we were surprised to find that our colleague Rana Hijazi had also had the same idea, so she came to the meeting carrying a beautifully-assembled tray of nuts and dried fruits.

 

I remember the smiles that adorned the faces of the government team, who did not find our gesture strange but highly appreciated it. I also remember the bewilderment of the foreign consultants as we carefully set the food and drinks on the table before even introducing ourselves as consultants from the UAE.

From there, we started questioning business protocols and etiquette, and whether our business practices truly reflect our rich culture and hospitality. If we define business etiquette as a set of unwritten rules–or rather, written in foreign books–how can we redefine it in this part of the world to better represent our country and heritage?

What, then, is the importance of “breaking bread” in business? When I researched the topic–and I admit that my rudimentary research was limited to basic search engines–I found that many foreign theories encourage the comprehension and respect of the local culture where a project is taking place. For example, Hofstede’s Cultural Dimensions Theory sheds light on how understanding the values and norms of a place and culture plays an essential role when working and communicating with people from that culture. Similarly, Trompenaars’ Cultural Dimensions model affirms the importance of understanding how the norms of every culture affect communication, relationships, and decision-making in its businesses. This awareness of cultural differences allows us to adapt our business and communication practices to become more effective in specific cultural contexts. 

 

Even though we have an overflow of these “theories” that tackle the integration of culture into business on a surface level, I have found, in my humble opinion, that we still fumble when we consider mixing our warm, rich traditions with the prevalent and somewhat cool business etiquette.

 

For instance, we find ourselves starting every email in Arabic with the same stale translation of “I hope this email finds you well” rather than opening with a warm and genuine salutation that welcomes the receiver by wishing peace upon them and asking about their life, as is customary in Arabic letters.

We also somehow jump straight into any meeting’s agenda without first making small talk, breaking bread between us, and sipping on coffee, all of which can break the monotony of meetings and ease the hectic nature of daily work. These meetings tend to have a hierarchical skeleton that doesn’t reflect the essence of our cultural gatherings or traditional conversations, in which equity and inclusivity are the keystones that our ancestors abided by in their thriving majalis. And as if we’re dissociating from the humanity and empathy that distinguishes our Eastern culture, we shy away from sharing our feelings whether they be about the meeting itself or about various matters like politics, culture, Ramadan, or any topic on our minds.   

 

At Rouya, we encourage our team members to redefine work etiquette everyday; we want and need to dismantle the hold that other cultures have on our own business culture here. We were born and raised in this country–and region–that successfully challenged the stereotypes the world believes about us. This place is defined by its rich heritage and deep roots, which are here to stay. In every meeting, we break bread and drink delicious tea and ask about each person’s welfare, their family’s welfare, and even their neighbour’s welfare, before attempting to do any work. If we call something “unprofessional” on occasion, we ruminate on whether that perception is simply a remnant of an outdated foreign cultural dominance. We also insist on imparting these customs to our international colleagues and partners even if they initially find our behaviour strange. We are the people of “Give gifts and you will love one another,” as the Prophet Muhammad–peace be upon him–says, so when we share a bit of bread, we share with it respect and amiability and sincerity.

 

At Rouya, we don’t hesitate to be our fullest selves, and we do so everyday without fail.

Maryam Wissam Al Dabbagh
Maryam Wissam Al Dabbagh
Maryam is the co-founder of Rouya. With over 25 years of experience as a communication and storytelling consultant, she has led impactful communication and storytelling strategies across government and cultural entities such as Salama Bint Hamdan Foundation, COP28, the UAE Pavilion at Expo, and Eid Al Etihad. Her work has been showcased in leading exhibitions and publications across the UAE and beyond. To know more about Maryam’s work for the UAE Pavilion, read our case study.  

Why Is A Consultancy Blogging?

OP-ED

Our reasons for starting this blog
Share via
Share via
Cancel

In the vast virtual world of content, why should you listen to what we have to say?

 

On one hand, I’m tempted to remind you that you shouldn’t consume anything you don’t want; on the other, some traffic to this blog would be nice.

The truth is that the most nagging reason we’re launching this blog is to satiate our own hunger for creativity rather than trying to gain wide engagement. This is not to say you shouldn’t stick around to read our blog; on the contrary, we’re making our little corner of the Internet a cosy space for thought-leadership, and we’d love for you to read our content. However, as a consultancy, we’re often limited by what the client decides they want their content to be. We can suggest a tone of voice, a subject matter, and a writing guideline, but at the end of the day, we write whatever the client wants to read—while maintaining their best interests, of course.

 

For years, the co-founder of Rouya, Maryam Al Dabbagh, dreamt of starting a blog under her company’s name, but the small size of the company and the need to make ends meet hindered her. However, in the past year alone, Rouya has almost doubled in size and taken on much larger—and more profitable—projects (mashallah, or knock on wood, or whatever other protection you believe in). With more resources, Maryam’s dream is now becoming an infectious reality that all our members are excited to partake in.

 

When Maryam asked me to lead the blog workstream—in fact, she had mentioned it even in my first interview—I was honoured and ecstatic. When I first joined Rouya, working as a consultant for clients was a challenge that crawled under my skin to rewire every sense of my being, in the way new experiences often do. However, writing and editing short works of nonfiction is a familiar blanket I can wrap myself in. The ability to strike a balance between client work and creative writing is an opportunity I value greatly. It’s particularly special to get to share it with Rouya.

 

On a personal level, Rouya is comprised of individuals with outstanding intellect and an unwavering urge to share our knowledge with others. In a conversation, our words surge out of us like an open dam, ready to bring a village back to life. For Rouya, sharing knowledge is a privilege and a duty; it’s how communities grow and prosper. Our voices are critical in a world dominated by the “Global North,” which doesn’t represent us.

 

From a business perspective, these blogs will introduce visitors to our authors, which can foster connections on a human level. By publishing under our own names, we allow potential clients a glimpse into our personalities and thought processes. As a client, you won’t have to wonder what kind of people you’re about to work with; you’ll already know. We’re very proud of the work culture we’ve created, and we share it with every client and visitor we come across. Now, we want to share it with a wider audience.

 

If you’ve read this far, I’m glad I didn’t scare you off. We’re quite excited to commence this new chapter in Rouya’s story, and to introduce you to the inner workings of our minds. We hope you tag along.