INTERVIEW: Gender equality will only come about if men are also committed to it, says She is Arab founder

SAMAR ALSHORAFA. (Illustration by Luis Grañena)
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Updated 07 January 2020
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INTERVIEW: Gender equality will only come about if men are also committed to it, says She is Arab founder

  • An entrepreneurial background was in my DNA, and after I graduated I was passionate about international development
  • The firm is not just a speakers’ bureau, though it certainly is that, with around 100 of the region’s most successful female business executives and entrepreneurs on its books

It is the time for New Year resolutions, and this is mine: To interview more women for Arab News in this weekly slot.
I’ve said the same thing for several years running, only for my best intentions to fall through. There were more men available for interview, in positions of power and influence that made them natural subjects. Only 5 percent of the top 500 chief executives are women, according to Forbes magazine.
Not only are there fewer women available at the top of the executive tree, but many I approached were reluctant to appear in the public spotlight. There was a natural shyness, or a reluctance to appear in the media.
The problem is exacerbated in the Arab world. On more than one occasion, a woman who had agreed in principle to be interviewed came back to me later to reverse her decision because her father, or husband, or boss (invariably male) was against it. “They don’t want to see my picture in the papers” was a reason frequently cited.
I told Samar Alshorafa — who last year launched She is Arab, a public speaking and professional development business to serve the Middle East’s growing number of aspirational women — about my past failures and current ambitions, and she put her finger on the issue.
“I used to be one of those women. A lot of people don’t like speaking in public. They are naturally shy. It even has its own term — glossophobia — fear or anxiety about public speaking. But there are also societal and cultural barriers in the region that mean there are not enough women willing to assume a public role,” she said.
“This has meant that the big forums and conferences of the Middle East are still dominated by male speakers, and also that the women who are willing to take the stage are in excessive demand. Articulate women are over-invited and over-exposed. You see the same female faces time and again at events in the region,” she said.
The daughter of an entrepreneurial Palestinian family, she attended the American University in Cairo where she studied economics, but she felt hindered by a natural shyness and the absence of women she could identify as role models, especially in the business world.
“An entrepreneurial background was in my DNA, and after I graduated I was passionate about international development. I traveled widely across the Middle East and North Africa, and came across lots of amazing women I didn’t know were there. The role models I had grown up with were mainly from royalty, or were family members like mothers and aunts. But in Morocco, Egypt and Tunisia I found them in business too.
“The women are there, so it is not that they do not have a voice. I decided that the problem was that they do not have a platform on which to make their voice heard,” she added.
With a university friend — Noha Hefny, who shared her journey from Cairo via posts at some of the leading global policy organizations such as the UN, the International Finance Corporation, European Commission agencies and the Mohamed Bin Rashid Al Maktoum Foundation — she decided to do something about it. She is Arab, the firm launched last October after years of planning, is the response.
The firm is not just a speakers’ bureau, though it certainly is that, with around 100 of the region’s most successful female business executives and entrepreneurs on its books. It also provides training, consultancy and professional development services, as well as bespoke research for its clients. “It is a call to action,” Alshorafa said.
The start-up is certainly in tune with a changing global philosophy resonating throughout the Middle East. Female empowerment has become one of the big issues in global business, and a crucial part of the United Nations’ Sustainable Development Goals.
Governments in the UAE, Saudi Arabia and other countries have been waking up to the fact that there is an abundance of expertise and motivation among their female citizens, and have been taking steps to make the most of that latent talent, even if belatedly.
The UAE currently has nine female ministers of state, accounting for 28 percent of cabinet seats, and there was a recent decree to require 50 percent female representation in the Federal National Council. Last year the UAE pledged $15m to the UN’s gender equality programs.
A similar impetus is evident in Saudi Arabia, where Alshorafa is spending an increasing amount of her time. “Female employment in the private sector has increased by 130 percent since 2013, and we expect it to double again over the next few years. There has been a big increase in women’s employment in the retail and tourism sectors, at all levels, from junior roles dealing with the public to the senior executive leadership,” she said.

BIO

BORN Cairo, 1980

EDUCATION American University of Cairo, Economics with minors in business and international relations

CAREER Business Developer, Techno Group

Consultant, Abu Ghazaleh & Co. Consulting

Policy Reform Officer, Industrial Modernization Center

Operations analyst, International Finance Corporation

Manager, Mohammed Bin Rashid Al Maktoum Foundation

Gulf Region representative, Education for Employment

Co. founder, Hill Capital Group

Adviser and Chief Strategy Officer, Farm Food for Food Industries

Co-founder, She is Arab

She pointed to several women in senior positions within the Kingdom’s business community, and highlighted the work of Norah Faisal Alshaaban, a Saudi entrepreneur and member of the Shoura Council who has been working to prepare women for the growing opportunities of the labor market, expanding fast under the stimulus of the Vision 2030 strategy to diversify the economy.
“There is no shortage of talent in Saudi Arabia. I have met some amazing women there. The Kingdom invests a lot in education, and around 50 percent of all graduates are women. The business case for employing more women is there for all to see. In the past, Saudi Arabia’s great natural resource was oil — now it is the women of the Kingdom,” she said.
There is progress in gender equality in other areas too in the region. “Manels” — forum panels with only male speakers present — are increasingly a thing of the past.
“We’ve seen more men refusing to speak at events unless there are women present too, and that is a good thing. Gender equality will only come about if men are also committed to it,” Alshorafa said.
She is Arab also offers guidance to men who want to become “champions of diversity, to train men in techniques to become more inclusive.”
It is not simply a matter of getting more women up on stage to speak, however. In a survey of 70 female executives conducted before the launch of She is Arab, only nine had ever been paid for public speaking, she found.
“Some women feel uncomfortable asking for a fee for their speaking services or feel they should do it for free in return for the exposure. Sometimes, we recommend a woman should offer her services in return for the public exposure it brings, but that is not how it should always be,” she said.
She Is Arab is a business as much as a vehicle for the advancement of women. Incorporated in the In5 Tech start-up hub in Dubai Internet City, it gets revenue from commission from speakers, training fees, as well as consultancy fees for advisory services.
“There are multiple revenue streams,” Alshorafa said, adding that it was too early to talk about a range of speakers’ fees. Globally, top-paid speakers can make hundreds of thousands of dollars for a few hours’ work, but even the elite speakers’ bureaus now recognize there are business opportunities in the middle and lower-paid segment of the market.
Public speaking is a growing business, especially for women, and especially in the Middle East, as Alshorafa explained. Among a female population of more than 200 million, her research found that only 10 percent had any interest in public speaking. “But that is still more than 20 million women. So there is no shortage of talent, and I’d like to see as many of them as possible on the public stage.
“Everyone is on the planet for a reason, and we can all learn from other people’s stories. I would urge all women to go out there and share your story,” she said.
And, if they would like to share their stories with Arab News, they would help me keep my resolution for 2020.

 


GCC offering investors ‘safe’ PPP deals; Saudi pipeline nears 300: FII

Updated 20 February 2026
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GCC offering investors ‘safe’ PPP deals; Saudi pipeline nears 300: FII

RIYADH: Global investors can find a “safe harbor” in the Gulf Cooperation Council as the bloc’s public-private partnerships pipeline offers “compelling” opportunities, according to a new report.

The latest document from the Future Investment Initiative Institute highlights how economies in the region are currently driving the next wave of PPP growth. 

It cites findings from Partnerships Bulletin, which ranks Saudi Arabia as second in the global emerging markets pipeline for PPP projects up to July 2025, and also places Dubai in the top 10.

While that analysis claims the Kingdom has 98 PPP projects either formally published or announced, FII says Saudi Arabia has a further 200 currently awaiting approval.

The findings align with the goals outlined in the Kingdom’s National Privatization Strategy, launched in January, which aims to raise satisfaction levels with public services across 18 target sectors, create tens of thousands of specialized jobs, and exceed 220 PPP contracts by 2030. 

The strategy also aims to increase private sector capital investments to more than SR240 billion ($63.99 billion) by 2030.

The FII report says that around 90 percent of FDI into Saudi Arabia now flows into non-oil sectors, from advanced manufacturing and tourism to green energy and digital infrastructure. 

“That shift reflects deliberate policy choices to open markets, standardize regulatory frameworks and use public capital to de-risk new value chains,” says the document, adding: “The result is a kind of safe harbor in an otherwise low-growth, high-uncertainty world.”

It continues: “While global FDI has stagnated or declined in many regions, the GCC’s pipeline of planned infrastructure and industrial projects now exceeds $2.5 trillion, according to Boston Consulting Group data, with PPPs playing a central role in structuring and financing them. For global investors searching for yield, diversification and inflation-linked income, this represents a compelling proposition.”

Commenting on the FII Institute report, Sally Menassa, partner at international management consulting firm Arthur D. Little, said PPPs are a strategic necessity for delivering infrastructure at speed and scale, and described Saudi Arabia’s pipeline as a “powerful execution and financing tool.” 

She added: “The Kingdom’s PPP momentum must remain focused on impact, value creation and execution excellence. PPPs should not be viewed merely as a funding mechanism, but as a structural tool to enhance infrastructure performance, attract investment and support sustainable economic growth in line with Vision 2030.” 

Menassa said that Saudi Arabia’s National Privitization Strategy marks a shift from a project-by-project approach to institutionalization of efforts and value creation.

“By clarifying sector priorities, strengthening project selection criteria, and formalizing governance and investor pathways, the Strategy reduces uncertainty. This clarity enhances investor confidence and improves pipeline quality,” said the Arthur D. Little official. 

Sally Menassa, partner at international management consulting firm Arthur D. Little. Supplied.

She added: “PPP and privatization efforts in Saudi Arabia are not about divestment or the state shifting execution to the private sector, it is really about becoming more productive as a nation. It enhances efficiency, raises service standards, mobilizes private and SME participation, and attracts capital.” 

Menassa further said that the strategy could help the Kingdom achieve stronger fiscal sustainability and higher private sector GDP contribution, both of which are critical components to accelerate the Kingdom’s economic transformation under Vision 2030.

Vijay Valecha, chief investment officer at Century Financial, believes input from the private sector across all stages, from design to construction and operations, improves the efficiency of project delivery and long-term operations in Saudi Arabia. 

“Tighter governance through centralized management at the National Center for Privatization and PPP and a more streamlined process, including template contracts, a clearer regulatory environment, and a transparent pipeline, is likely to improve delivery speed,” said Valecha. 

He added: “This means faster delivery of big projects like Red Sea resorts or Neom, with private firms handling operations to drive innovation. Ultimately, the strategy supercharges diversification by making the private sector the main engine of growth, aligning perfectly with Saudi Arabia’s push for a vibrant, non-oil economy.” 

The FII Institute added that the global flow of FDI is increasingly concentrated in the Gulf Cooperation Council region, driven by ambitious national transformation agendas and deep pools of sovereign wealth.

Tony Hallside, CEO of STP Partners, outlined several factors that are boosting the PPP landscape in the region, which include large infrastructure demand from Vision-level programs and urbanization. 

“Government frameworks that standardise PPP procurement are making projects bankable. Strong regional capital pools and sovereign support will mitigate risk and attract global players. In the GCC, Saudi Arabia’s pipeline itself is one of the largest in the Middle East, indicating strong investor interest,” added Hallside. 

Underscoring the role of growing PPP in Saudi Arabia, the FII report said: “A decade ago, the Kingdom’s solar capacity was negligible, despite its vast solar resource. Through early anchor investments, long-term power purchase agreements and support for national champions, the state seeded a competitive renewables market that now attracts global players on purely commercial terms.” 

Valecha said that clearer PPP laws, standardised contracts and dedicated PPP units have reduced execution risks and made projects more bankable for global infrastructure funds and developers in the GCC region. 

He added that rapid urbanization, a young and growing population, rising data center power demand and energy transition projects create predictable, long-duration cash flows in the region. 

“This combination of policy support, fiscal necessity and structural growth is why the GCC is emerging as one of the fastest-growing PPP markets globally,” said Valecha. 

Vijay Valecha, chief investment officer at Century Financial. Supplied

Key Saudi PPP projects

Yanbu 4 Independent Water Project - supplying water to Medina and Makkah

Location Yanbu, Red Sea coast

Companies involved: Engie, Mowah, Nesma, Saudi Water Partnership Co.

Cost: $826.5 million

Expected delivery date: Operational as of 2024

Hadda Independent Sewage Treatment Plant

Location: Makkah Province

Companies involved: Metito Utilities, Etihad Water and Electricity, SkyBridge Limited Co., Saudi Water Partnership Co.

Expected delivery date: 2028 

As Sufun Solar PV Independent Power Project

Location: Hail region

Companies involved: TotalEnergies, Aljomaih Energy & Water, Saudi Power Procurement Co.

Expected delivery date: Expected to connect to the grid in 2027

Construction of greenfield international airports

Location: Taif, Abha, Qassim, and Hail

Companies involved: Currently in the planning stage; investors are being sought

One-Stop Station Project

Location: Intercity road network across the Kingdom

Companies involved: Saudi Arabia’s Roads General Authority and National Center for Privatization & Public-Private Partnership announced a full list of qualified bidders in February.

King Salman Park

Location: Riyadh

Companies involved: King Salman Park Foundation, Ajdan Real Estate, Sedco Capital

Cost: $1 billion

Project: Madinah-3, Buraydah-2, and Tabuk-2 Independent Sewage Treatment Plants

Location: Madinah, Buraydah, and Tabuk

Companies involved: Acciona Agua, Tawzea, Tamasuk, Saudi Water Partnership Co.

Cost: $627 million combined

Riyadh Metro Line 2 Extension

Location: Riyadh

Companies involved: Royal Commission for Riyadh City, Arriyadh New Mobility Consortium, led by Webuild. Riyadh Metro Transit Consultants (JV between US Parsons and France’s Egis and Systra) as project management and construction supervision consultant.

Cost: Up to $900 million

Expected delivery date: 2032


The crucial role of emerging markets

According to the FII Institute report, the ability to deliver resilient infrastructure, expand digital connectivity and accelerate the energy transition will increasingly depend on the strength and legitimacy of PPPs, as fiscal space tightens and investment needs rise. 

FII estimates a $5 trillion global infrastructure financing gap by 2040. It also points to significant regional shortfalls, including an estimated $3.7 trillion gap in the US and an annual $130 billion to $170 billion gap across Africa. In this context, PPPs are moving from a transactional procurement route to a central model for financing and delivery.

The report highlighted that emerging markets, including Saudi Arabia, are currently driving the next wave of PPP growth, with spending across low-and middle-income countries reaching $100.7 billion in 2024, up 16 percent year on year, according to figures from the World Bank. 

Moreover, emerging markets now represent around 61 percent of global PPP activity by gross domestic product share.

According to Partnerships Bulletin’s findings up to July 31 2025, the Philippines leads the emerging-market pipeline with 230 projects, followed by Saudi Arabia with 98, Kyrgyzstan with 80, Bangladesh with 71, and Peru with 54 projects.

Greece has 42 projects in the pipeline, followed by Dubai at 28, Kenya at 25, Colombia at 24, and Pakistan at 14. 

PPP: An engine of growth

When capital was cheap, PPPs were often treated as an optional extra – a way to shift specific projects off the public balance sheet, or to import private-sector efficiency into construction and operations, the FII report said. 

However, now, nations consider PPPs as a central hub of their economic strategy, as they enable the state to stretch every dollar of public investment using private capital, while retaining strategic control over what gets built, where and to what standard.

“The real differentiator is complexity. When a project presents significant financial uncertainty or unpredictable demand, or if there’s a high level of climate exposure or technological risk, a PPP can give leaders the tools to manage those issues without slowing things down,” said Bob Willen, global managing partner and chairman of Kearney, said in the FII report. 

Erik Ringvold, chief business development officer at Regional Voluntary Carbon Market Co., was quoted in the report as saying that carbon markets will benefit through PPPs, as deepened public-private partnerships could help achieve progress toward national emissions targets, while simultaneously creating economic opportunity and catalyzing new green industries. 

“Saudi Arabia has made large strides toward an emissions compliance system, with an operational carbon standard in place, and an emissions trading system announced to be launched over the coming few years,” said Ringvold. 

He added: “At VCM, we see a clear future carbon vision for Saudi Arabia. One ecosystem. One marketplace. One iconic collaboration – with the PPP model at the heart of its success.” 

PPPs for investors and citizens 

For investors, infrastructure-backed PPPs offer long-duration, often inflation-linked cash flows at a time when public markets are volatile and dominated by a narrow set of mega-cap technology stocks. 

For citizens, well-designed PPPs can mean better services, more resilient infrastructure and faster progress toward climate and development goals, without unsustainable tax rises or austerity. 

FII, however, cautioned that public consent is becoming decisive. Across seven countries, only 23 percent of citizens agree that PPPs “equally benefit everyone”, compared with 41 percent of business and government leaders.

Tony Hallside, CEO of STP Partners. Supplied

Hallside said that public consent hinges on transparency, accountability, and visible service outcomes. 

He added that governments should publish clear procurement frameworks, communicate cost-benefit and performance expectations in plain language, and measure user satisfaction and service quality over time — “reinforcing that PPPs deliver tangible improvements in infrastructure and services.” 

Menassa echoed similar views and said that communication with the public is not sufficient, but the performance and execution phase holds the key to PPP projects. 

“Winning public opinion for PPPs is rather a marathon not a race. It starts with building awareness and trust by providing transparency and demonstrating value for money, ensuring affordability and service quality of public services is maintained through strong regulatory oversight, and ensuring competitive, transparent procurement processes,” added Menassa. 

According to the Arthur D. Little official, the public must see tangible improvements in service reliability, efficiency and accountability, and acceptance will follow.

“The world can’t afford to delay the infrastructure and energy transition investments that will determine prosperity – and planetary stability – for decades to come. Nor can it fund them through public budgets alone. Financing the future is, by definition, a joint endeavour,” added the FII report.