Emirati Women in Leadership: Interview with Noura Al Ali, HR Manager Championing Inclusion at AtkinsRéalis
| Article | Leadership
In celebration of Emirati Women’s Day, Hays Middle East proudly presents a special edition of our Leadership Series, spotlighting voices that are shaping the future of work across the UAE. This feature honors the resilience, emotional intelligence, and cultural insight that Emirati women bring to leadership — not just as professionals, but as architects of inclusive, purpose-driven workplaces.
We sit down with Noura Mohamed Ali Kamal Al Ali, Human Resources Manager at AtkinsRéalis, whose work in talent acquisition and Emiratisation is redefining how HR teams empower national talent. From advocating for mental well-being to championing inclusive corporate cultures, Noura offers a deeply human perspective on leadership — one rooted in empathy, self-compassion, and the quiet power of listening.
Hays Middle East: What inherent psychological strengths do Emirati women possess that can be powerful assets in leadership discussions?
Noura: ‘We lead with both our minds and our hearts- that’s our edge.’
I think one of our biggest strengths is how naturally we balance strength with empathy. Emirati women grow up navigating both tradition and a fast-changing modern world, and that makes us adaptable in a way that’s hard to teach. We read situations intuitively, listen actively, and bring empathy into decision-making - qualities that elevate leadership discussions and creates trust across teams. Our ability to balance cultural values with forward-looking ambition makes us natural bridge-builders in any room.
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Hays Middle East: How can organisations support the mental well-being of women who are navigating the demands of both their careers and cultural responsibilities?
Noura: It starts with understanding that balance isn’t just about hours — it’s about emotional energy. Offering flexibility is great, but it’s just the first step. Women also need workplaces where they feel safe admitting they’re stretched thin without fear of judgment. Simple things — like genuine check-ins from managers, mental health workshops, or having a quiet space in the office — can go a long way. In our culture, many women won’t ask for help outright, so organisations need to be proactive and make support a natural part of the environment, not a special request. Supporting mental well-being means creating a culture where asking for help is seen as strength, not weakness.
Hays Middle East: With your experience in talent acquisition and Emiratisation, what are the key strategies for empowering HR teams to go beyond traditional processes and become true talent architects in the UAE?
Noura: For me, it’s about shifting HR from “filling roles” to “building futures”. That means creating genuine relationships with talent before a role even opens, designing career paths that give nationals not just a job but a reason to stay, and using data to see where skills are missing before it becomes a crisis. It also means sitting at the table with leadership and making Emiratisation part of the growth story, not just a compliance checkbox. When HR sees itself as shaping the company’s future, every hire becomes intentional.
Hays Middle East: Looking ahead, what is one emotional skill or psychological insight that is often overlooked but will be essential for the next generation of Emirati women leaders?
Noura: ‘Resilience keeps you going, but self compassion keeps you whole’
Self-compassion — hands down. We’ve been raised to be resilient, and resilience is important, but without self-compassion it can tip into burnout. I see so many women pushing themselves to be perfect in every role, and when they stumble, they’re their own harshest critic. The leaders of tomorrow will need to treat themselves with the same kindness and patience they give others, because that’s how you sustain your energy and your vision over decades, not just years. This emotional skill will not only prevent burnout but also create leaders who are grounded, reflective and capable of sustaining their vision over decades.
Hays Middle East: You mention advocating for corporate culture and inclusion. What is one common misconception about creating an inclusive workplace in the UAE, and how do you address it?
Noura: “Inclusion is not just about who is in the room — it’s about whose voice is heard.”
A common misconception is that inclusion is achieved simply by increasing representation. True inclusion happens when individuals feel valued, respected, and empowered to contribute meaningfully. I address this by encouraging leadership to measure success not only by headcount, but by the lived experience of employees — asking, Do people feel safe to share their ideas? Are their perspectives acted upon? Inclusion is not a box to tick; it’s a culture to nurture. It’s how people describe their everyday experience at work.
As we mark Emirati Women’s Day, Noura’s insights remind us that leadership is not just about strategy — it’s about soul. Her call for workplaces that nurture emotional strength and cultural authenticity speaks to a broader movement: one where Emirati women lead with both vision and heart.
At Hays Middle East, we’re committed to amplifying these voices and building a future where inclusion is not a goal, but a standard.
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