Main Event & Exhibition: 14 - 15 October | Za'abeel Hall 6, DWTC
Future Workplace Awards: 14 October | Conrad Hotel
HR Summit and Expo Day Two - 15 October 2026 - GT (Gulf Time, GMT+04:00)
- Charlie Swan - Conference Chair, HRSE Conference Chair
Most workforce plans collapse when uncertainty hits. This session equips senior leaders with practical frameworks to build organisational agility and gain competitive advantage.
Key Learning Takeaways:
Identify early workforce vulnerability signals to mitigate risks before they escalate
Develop predictive models accurately forecasting talent shortages across critical business functions
Create robust contingency plans safeguarding essential operations during disruption
Establish flexible workforce approaches enabling rapid response to changing business conditions
- Chidambaram Annamalai - Chief HR & QHSE Officer, Bindasmal Group Investments L.L.C
- Khaled Al Mazrooei - Human Capital Director - Group Level, Tawazun Council for Defence Enablement
- Dr. Mira Zakharia - Corporate Vice President - Talent and Culture, Rotana Hotels
- Saliha Latif - Chief Human Resources Officer, Stronghold Global Capital Group
- Sarah Zaman - Vice President Regional People & Culture (HR), South Asia, Indochina, Commonwealth of Independent States (CIS) & Middle East & Africa (MEA), Philip Morris International (PMI)
- Tapan Acharya - Chief Revenue Officer, KEKA HR
This session explores how organisations can embed health and wellness into their workplace culture, moving beyond traditional benefits to create environments where employee wellbeing is prioritised. Discover practical strategies for fostering a holistic approach to health that drives engagement, productivity and long-term organisational success.
Key Takeaways:
Integrate Wellness into Organisational Strategy – Learn how to align health and wellness initiatives with business objectives to create sustainable impact and demonstrate ROI.
Foster Employee Engagement and Ownership – Explore techniques to encourage employees to take an active role in their own wellbeing, building a culture of shared responsibility and support.
Leverage Data and Technology – Understand how to use wellness platforms, health analytics and digital tools to personalise programmes, track progress and continuously improve outcomes.
- Aysha Hamad Alhammadi - Associate Vice President, Disease Management, National Insurance Company - Daman
As artificial intelligence reshapes the workplace, the distinctly human capability to build and sustain trust has never been more critical. In this compelling session, Stephen M.R. Covey explores how leaders can leverage trust as their ultimate competitive advantage in an increasingly automated world. Discover practical strategies to cultivate high-trust cultures that drive innovation, accelerate collaboration, and unlock unprecedented performance. Learn why trust is the one leadership competency that AI cannot replicate and how mastering it will define the leaders who thrive in the future of work.
Key Takeaways:
- Understanding trust as a measurable, learnable skill in the AI era
- Building credibility and inspiring confidence across hybrid and digital teams
- Creating psychological safety that empowers innovation and risk-taking
- Leveraging trust to enhance speed, reduce costs, and elevate organisational performance
- Stephen M.R. Covey - New York Times & #1 Wall Street Journal Bestselling Author, Keynote Speaker, Speed of Trust Global Practice Leader
- Stephen M.R. Covey - New York Times & #1 Wall Street Journal Bestselling Author, Keynote Speaker, Speed of Trust Global Practice Leader
HR leaders face a challenge that is simultaneously strategic, operational, and deeply human. AI is reshaping all of the organisational functions that HR serves, but currently most HR teams are engaged primarily with managing the “consequences”: managing workforce anxiety, processing headcount decisions, advising on upskilling programmes. But kind of reactive position--though understandable--treats AI as if it’s a problem to be dealt with, not an opportunity to be harnessed. The HR leaders poised for success will:
- Engage AI at the centre of their organisations, not the edges. They will proactively help the organisation adopt AI instead of simply managing the human fallout.
- See that AI transformation is stalling because organisations are introducing AI tools without also changing Work (what gets done), Workforce (who has the capabilities to do it), or Workplace (the environment in which both operate). The 3W Framework gives HR the diagnostic map and the strategic vocabulary to change all three together to avoid this pitfall.
- Understand that HR is a function where success is historically predicated on good policy and governance, HR leaders currently lack governance for the AI-assisted people decisions they are already making — such as in recruitment, performance management, learning design, and workforce planning.
- Paul McDonagh-Smith - Visiting Senior Lecturer in Information Technology, MIT Sloan School of Management
Mergers and AI transformations look like different problems. They are the same organisational event: a new operating logic arrives, and the organisation - existing leadership, structure and culture - must absorb it. In both cases the business case is signed on efficiency, or synergy gains that rest on an untested assumption - that the people layer will comply and change how it works.
Drawing on integration practice, this keynote sets out the three points at which that assumption breaks. Decision rights stay where they were, so new capability changes the tooling but not the work. Leaders align in the room and hedge outside it, so commitment looks stronger than it is. And nothing changes in how performance is measured or rewarded, so the old way of working remains the rational choice.
It offers senior leaders a practical way to test for those conditions before committing budget, rather than discovering them when targets are missed and value leaks away.
Key Learning Takeaways:
- Rewire decision rights and accountabilities so that AI changes how work happens, not only which tools are used
- Re-energise leadership commitment beyond visible consensus, surfacing hedged support before it appears as delay
- Reshape performance measures and incentives to match the new operating model, so the intended behaviour becomes the rational choice
- Recognise the early indicators that adoption has stalled, ahead of the point where returns are missed
- Natalie Wharton - Founder & CEO, Wharton Business Consulting
An essential fireside chat addressing the critical challenges facing GCC CHROs today. Explore what boards now truly expect from senior people leaders and examine the structural realities of executive isolation at this level. Understand the unique context of leading people functions in the GCC and the specific demands of performing at the executive table in this region. An honest conversation about the gap between board-level expectations and the development available to meet them.
Key Learning Takeaways
- Understand why the gap isn't your HR capability - It's the executive support structure needed to navigate board-level expectations with strategic judgement
- What boards now demand - Commercial defensibility in business language, workforce risk treated as enterprise risk, and honest governance on succession
- Acknowledge how GCC organisations operate differently - Single boards, nationalisation mandates, compressed timelines and why regional solutions matter
- Recognise why structural isolation defines your role - and how peer support addresses the hardest questions you can't ask internally
- Sarah Young - VP - Human Resources, InD
- Dr. Adrian Waite - Global Anchor, The GCC CHRO Masterclass
Transformation requires experimentation, but HR's risk-averse DNA often gets in the way. Explore how organisations are creating structured innovation environments that deliver measurable results while maintaining governance and control.
Key Learning Outcomes:
Design psychological safety frameworks that encourage AI experimentation
Shift employee mindsets from "failure avoidance" to "intelligent experimentation"
Establish governance structures that balance innovation velocity with responsible deployment
Measure cultural readiness for AI adoption and identify transformation barriers
- Anas Hayel Saeed - Group HR Director, HSA Group
Leading companies are rethinking talent development, moving beyond reactive hiring to build internal capability and leadership readiness. This conversation explores how businesses create integrated frameworks that close skills gaps, develop future leaders, and maintain business continuity through strategic succession planning.
Key Learning Takeaways:
Conduct skills audits to identify critical capability gaps and assess leadership readiness across the organisation
Design integrated learning ecosystems combining mentorship, experiential learning, and cross-functional development programs
Create internal mobility frameworks and succession protocols that reduce recruitment costs and ensure business continuity
Embed learning culture throughout the organisation while building transparent communication approaches that strengthen confidence in leadership transitions
- Khalid Ahmad Ahli - Head of the Human Resources Department, UAE Space Agency
- Sabil Abdulla - Vice President - Talent Management, Emirates Petroleum Company (PJSC) - Emarat
- Myriam Dimitriou - Senior Vice President - Head of Talent Management Acquisition & Organisation Design, General Commercial Gaming Regulatory Authority (GCGRA)
This session introduces the Future-Ready Set™ framework, centered on three critical capabilities: Emotional Intelligence, Adaptability, and Resourcefulness. These capabilities help employees navigate change effectively, maintain performance under pressure, embrace new technologies, and contribute meaningfully to evolving workplaces.
The session would explore how organisations can move beyond traditional notions of resilience and create cultures that actively develop adaptability, encourage resourceful thinking, and strengthen emotional intelligence across all levels of the business.
Attendees would learn how to:
- Build sustainable high-performance cultures without sacrificing wellbeing.
- Develop Emotional Intelligence as a foundation for engagement, collaboration, and leadership effectiveness.
- Strengthen workforce Adaptability to navigate uncertainty, disruption, and continuous change.
- Foster Resourcefulness as a critical capability for innovation, problem-solving, and performance.
- Create cultural conditions that support both employee wellbeing and organisational success.
- Prepare their workforce for the human challenges associated with AI, transformation, and the future of work.
The session would provide practical frameworks and leadership actions that organisations can immediately apply to build more engaged, adaptable, and future-ready workforces while supporting long-term business performance.
Businesses increasingly expect HR to demonstrate a measurable impact on productivity and performance outcomes. Explore how HR professionals are using data analytics, workflow optimisation, and performance barriers analysis to show direct contribution to business results.
Key Learning Takeaways:
Balance productivity with wellbeing to prevent burnout while maximising output
Implement data-driven productivity metrics that identify bottlenecks, optimise workflows, and demonstrate HR's ROI on business performance
Remove performance barriers through technology integration, skills development, and cultural practices
Leverage generational insights to tailor productivity strategies that align with diverse work styles and motivational drivers
- Dr. Don Vimal - Director of Human Resources, Confidential Finance
Discover how aligning HR and marketing strategies can unlock new levels of organisational performance. This session examines the transformative impact of cross-functional collaboration, showcasing how integrated approaches break down silos, enhance employee engagement, and drive measurable business outcomes.
Key Learning Takeaways:
Build strategic partnerships between HR and marketing through communication frameworks that align people strategies with business growth.
Position culture as a competitive advantage by integrating employer branding with culture transformation initiatives.
Leverage marketing expertise and data analytics to elevate recruitment strategies, employee communication, and retention efforts.
Develop authentic Employee Value Propositions (EVPs) that reflect organisational culture while advancing strategic business goals.
- Vanitha Nitin - Vice President - Human Resources, Burjeel Holdings
- Unnikrishnan M - Associate Director – PR & Communications, Burjeel Holdings
Successful mergers and acquisitions depend on effectively bringing together different organisational cultures. Explore the critical role culture plays in M&A success through practical insights from real-world integrations.
Key Learning Takeaways:
Understand why culture is critical to integration and how cultural alignment impacts productivity, talent retention, and business continuity
Manage integration expectations by establishing realistic timelines for cultural change and setting clear stakeholder expectations
Design effective integration strategies through targeted communication, employee engagement, and change management approaches to build unified culture
- Jig Ramji - Human Resources Director, inD
- Charlie Swan - Conference Chair, HRSE Conference Chair
Over the past two days, we’ve examined the forces reshaping leadership, workforce dynamics, and resilience. This closing panel empowers senior leaders to translate these insights into a forward-looking 2030 strategy that anticipates disruption, aligns talent with business priorities, and positions your organisation to lead in a rapidly evolving landscape.
Key Learning Takeaways:
Integrate conference insights into a unified 2030 vision that addresses emerging challenges and opportunities across workforce strategy.
Identify critical workforce gaps by mapping the skills, roles, and capabilities required as AI, automation, and shifting employee expectations redefine work.
Develop adaptive planning frameworks that respond to market volatility, regulatory shifts, and unexpected disruptions, ensuring strategic relevance.
Elevate talent as a boardroom priority by building the metrics and business case to position workforce planning as a key driver of competitive advantage
- Aylin Öney Dodanlı - HR Director, Boehringer Ingelheim – India, Middle East, Turkey and Africa (IMETA)
- Samuel Garcia- Cebadera - Senior Director, Human Resources – Middle East, Turkey & Central Asia, Colgate - Palmolive
- Samar Elmnhrawy - Chief Human Resources Officer, Red Sea Gateway Terminal
- Suhrid Chaudhari - Co-Chief People & Culture Officer, Al Ghurair
- Zardasht Banay - VP - Organisational Development & Transformation, Galfar
- Charlie Swan - Conference Chair, HRSE Conference Chair
- Charlie Swan - Conference Chair, HRSE Conference Chair
- Sarah Young - VP - Human Resources, InD
In this interactive workshop, participants will explore the complexities of balancing long-term strategic goals with the urgent demands of daily operations in today's fast-paced work environment. Through hands-on activities, group discussions, and real-world scenarios, attendees will learn practical techniques to prioritise effectively, manage competing priorities, and maintain organisational momentum. This session is designed to equip HR professionals with the tools and strategies needed to navigate these challenges while fostering collaboration and innovation.
- Asmaa Ghalayini - Head of Human Resources, ELECTRA
- Shuja Rabbani - Head of Human Resources Business Partner, Confidential Aviation
- Vineet Kumar - Regional Head – Human Resources (UAE), Al Rashed Food Company
- Mohamed Zaher - Head of HC Strategy and Talent Management, Parkin
As the Middle East continues to advance ambitious economic diversification, innovation and workforce development agendas, organisations are under increasing pressure to boost productivity while building the skills and capabilities needed for the future of work. HR has a critical role to play in enabling this transformation across the region.
Join HR and people professionals from across the Middle East for an engaging masterclass exploring how organisations can build productive, future-ready workforces. Led by CIPD, the session will examine the key drivers of organisational productivity, the impact of AI and emerging technologies, and the workforce strategies needed to support long-term business success in a rapidly evolving regional landscape.
Drawing on practical examples, research and regional insights, you will gain actionable ideas to strengthen workforce capability, support organisational performance and develop people strategies that enable organisations to thrive in an increasingly competitive and dynamic future of work.
- Hisham ElSaied FCIPD - Market Development Head, UAE, Oman and Kuwait, CIPD Middle East
Resistance to change is a common challenge in organisations, especially among leaders who may feel uncertain or threatened by new initiatives. This session will explore practical strategies to transform resistance into advocacy, empowering HR professionals and leaders to embrace change and adopt a growth mindset. By addressing psychological barriers and fostering adaptability, organisations can unlock the full potential of their teams and drive meaningful, lasting transformation.
- Khaled S. Fathi - Talent & Workforce Transformation Expert, HR Expert
Mergers and acquisitions often fail due to cultural misalignment and workforce integration challenges. This session explores how HR leaders can drive M&A success by aligning people strategies with business objectives, managing cultural integration, and retaining key talent during periods of significant organisational change.
- Imane Alaoui Staelen - Global HR Director, People & Culture Transformation
Connect. Discover. Build Relationships.
Knowing Me Knowing You is a fun, energetic networking challenge designed to help participants quickly discover what they have in common and build meaningful connections with colleagues.
Working in teams, participants move around the room engaging with one another to uncover as many personal and professional commonalities as possible. Each discovery earns points, with regular team check-ins adding a competitive edge as teams track their progress and receive new challenges.
The result is a lively, interactive experience that gets everyone talking, mixing and connecting beyond their usual circles.
- Bron Mileham - Lead Facilitator, Biz Group
A fresh perspective on burnout; moving beyond individual resilience to the organisational conditions that shape wellbeing and performance.
Explore how trauma-informed and human-centred leadership can create safer, clearer and more empowering workplaces.
Discover the SAFE, CLEAR, HUMAN and EMPOWERED framework for sustainable high performance. Leave with practical ways to look upstream and build organisations where People can perform at their best without having to be resilient all the time.
- Sarah Young - VP - Human Resources, InD
Managing employees across GCC countries requires HR teams to navigate different immigration systems, labour regulations, localisation requirements and operational practices while maintaining a consistent employee experience.
Drawing on my practical regional experience, the session would explore how organisations can establish structured and compliant mobility processes covering work permits, residence visas, employee transfers, onboarding and cross-border assignments.
Key learning outcomes:
• Building a structured cross-border employee mobility framework.
• Managing immigration and compliance risks across GCC jurisdictions.
• Improving coordination between HR, government-relations teams, management and employees.
• Balancing country-specific requirements with regional corporate standards.
• Creating a smoother experience for international employees.
- Rania Abdelrahman (MBA, SPHRi™) - Middle East HR Operations Lead, Sener
Diversity brings different perspectives to an organisation, but inclusion is what enables those differences to be heard, valued and translated into impact. Creating an inclusive culture requires leaders to shape the everyday behaviours, conversations and decisions that help people feel respected and empowered to contribute.
This session explores how leaders can turn diversity into organisational strength by fostering belonging, welcoming challenge and addressing unconscious bias. Participants will connect inclusive leadership with stronger collaboration, innovation and performance.
Key takeaways:
- Recognise how inclusion and unconscious bias influence collaboration, decision making and innovation.
- Apply practical leadership behaviours that build belonging, psychological safety and meaningful participation.
- Turn diversity into organisational value by creating cultures that strengthen engagement, retention and performance.
- Seema Nagrath-Menon - Global Leadership and Talent Development Strategist, HR Expert
Legacy organisations often face challenges in maintaining innovation and avoiding stagnation. This session focuses on the role HR plays, in fostering a culture of creativity and adaptability to drive innovation. Participants will learn strategies to challenge traditional practices, encourage diverse perspectives, and implement forward-thinking initiatives that ensure sustained growth and relevance in a competitive landscape.
- Kawthar Aboushaar - Director of Human Capital, AS Health Group
- Sarah Young - VP - Human Resources, InD
Change is constant, and L&D plays a vital role in helping employees adapt and thrive during organisational transformations. This session explores how learning initiatives can build resilience, foster adaptability, and support employees through transitions. Discover strategies to align learning with change management, upskill teams, and create a culture of continuous growth. Learn how L&D can act as a change agent, turning challenges into opportunities and driving successful transformations.
- Walid Ajam - HR Director - People & Culture, Yum! Brands
- Uzma Chishti - Director - Human Resources, Al Kabeer
- Wael Bakhaty - Head of Talent Management and Learning & Development, Confidential
- Abdulrhman Alanzy - Talent Management Expert, Confidential Government
AI can now produce training content in hours rather than weeks. However, speed does not transfer responsibility. Whether the content covers labour law, HR policy, data protection or regulatory compliance, the organisation remains accountable for its accuracy. When nobody checks it properly, faster content becomes a new risk rather than a gain.
This session looks at where AI-generated learning content goes wrong in practice. It sets out a practical approach HR, and L&D teams can use to review, approve and own that content with confidence.
Key points
- What AI changes in content production, and what it doesn't: review effort and accountability stay with the organisation
- Common risks: confident but inaccurate content, outdated or wrong-jurisdiction rules, generic material, weak assessments, bias, and employee data entered into AI tools
- A risk-based approach, so the strictest review goes to policy, legal and compliance training
- Clear ownership between L&D, subject matter experts, Compliance and IT
- A simple review checklist and record-keeping that stand up to audit and regulatory scrutiny
- Reena Mathew - Director - Digital Learning & Technology, Crowe UAE
Evaluating the effectiveness of Learning and Development (L&D) programs requires a systematic approach to ensure measurable employee growth. Clear success metrics tailored to specific skills and competencies are essential. Advanced analytics help track progress, identify skill gaps, and measure ROI. Fostering a culture of continuous learning encourages personalised development through microlearning and mentoring. Aligning L&D outcomes with tangible objectives like productivity and retention enhances workforce capabilities. This ensures L&D programs drive innovation and create a competitive edge.
- Manojj Albert Jeyaraj - Group COE Learning & Leadership Development Head, Al Futtaim Group | Corporate – HR Function
L&D teams often face the challenge of delivering impactful learning experiences while working within tight budgets. This session focuses on innovative strategies to optimize resources, leverage cost-effective tools, and prioritise initiatives that drive the greatest value. Learn how to balance financial constraints with the need for high-quality learning solutions that align with organisational goals and employee development needs.
- Tadzmahal Yancha Ulao - People and Culture Leader, Talent Management Expert
Creating tailored learning and development (L&D) programs is key to addressing the unique needs and aspirations of individual employees. This session delves into strategies for customising learning initiatives, such as leveraging tech-driven analytics to identify skill gaps, offering diverse learning formats like microlearning and hybrid models, and aligning training with both employee preferences and organisational goals. By fostering a culture of personalised development, equipping managers with tools to support employee growth, and integrating feedback mechanisms, organizations can enhance engagement, boost retention, and build a future-ready workforce.
- Pallavi Singh - Head of Talent Management, Ras Al Khaimah Economic Zone - Government of Ras Al Khaimah (RAKEZ)
Creating growth mindsets through education is vital for fostering continuous learning and adaptability in today's dynamic work environment. This session focuses on strategies to cultivate a culture of growth, including implementing challenge navigation sessions, offering tailored upskilling programs, and celebrating successes through recognition and reward initiatives. By encouraging proactive feedback, leveraging peer nominations to reduce bias, and integrating education into team-building activities, organisations can empower employees to embrace change and develop resilience.
- Rita Abi Saab - C level Advisor - Chairman and CEOs, People & Enterprise Transformation
The pace of change is reshaping roles, skills and expectations faster than traditional talent development can keep up. Yet many organisations are still developing people around the jobs they hold today, rather than preparing them for the challenges they will face tomorrow.
This session explores how we can shift from developing people for a role to building their capacity to adapt, grow and lead through change. It will challenge traditional approaches to learning and talent development and explore how real experiences, stretch opportunities and continuous learning can build people who are ready for what comes next.
The session will leave participants with a simple question: Are we preparing our people to succeed today, or building them to thrive tomorrow?
- Walid Ajam - HR Director - People & Culture, Yum! Brands
- Darlene Ann Roa - Human Resource Manager, McCoin Virtual Assets
Effective leadership development is essential for ensuring organisational continuity and long-term success. This session will provide leaders with the tools and strategies to prepare successors for future leadership roles while fostering engagement and reducing turnover. Participants will explore techniques to identify high-potential talent, craft tailored development plans, and cultivate a culture that supports growth, retention, and leadership readiness.
- Ashok Gopal - Human Resources Advisor, Centena Group
What helps some people stay effective through pressure, uncertainty and constant change?
This interactive session explores the skills behind resilience, including regulation, adaptability, recovery, agency and energy. Through practical exercises and simple tools, participants will examine how they respond to change and what helps them recover, adjust and keep moving.
The session is designed to make resilience practical, personal and learnable.
- Federica Ceresa - Expert in Macro Resilience Systems, The Human Equation
- Chad Fahlberg - Breathwork Lead | Expert in Micro Resilience Activation, The Human Equation
- Rawdhah Saleh - HR Expert, Confidential Finance Company
Explore how HR can act as a bridge between departments like IT, finance, and marketing to drive success. This session delves into strategies for breaking down silos, fostering alignment across diverse teams, and creating a culture of collaboration. By positioning HR as a central enabler, organisations can ensure seamless communication, shared goals, and enhanced productivity across all functions.
- Ahmed Embaby - Executive HR & Business Transformation Leader, Confidential
- Hanan Ibrahim - Chief People and Culture Officer, Al Ahly For Real Estate Development
- Samar Samy - Regional Senior HR Partner, Gulf Cryo
- Ahmed Saied - Talent Management Expert, HRSE Chair
- Lynne McGarvey - Head of HR, Warehouse Gym
As AI reshapes how work gets done, HR is evolving beyond traditional processes to rethink talent, employee experience, and workforce strategy. This session explores how organisations can navigate this shift, balance technology with the human element, and build a more agile, future-ready workforce.
- Princy Belinda Alexis - Head of Marketing, Zoho People
Artificial Intelligence is transforming how organisations attract, develop, engage, and retain talent. Whilst AI offers significant opportunities to improve efficiency and decision-making, its use raises important questions around fairness, transparency, and maintaining the human touch in people management. This session explores where AI adds greatest value and where human judgement and empathy must remain irreplaceable.
Learning Takeaways:
Understand how AI is reshaping core HR functions and identify where it delivers the greatest strategic value versus where human judgement remains essential
Explore practical approaches to integrating AI-driven tools whilst maintaining fairness, transparency, and ethical decision-making in people management
Develop strategies to balance technological efficiency with human-centric leadership, ensuring AI enhances rather than replaces meaningful employee relationships
- Mohammed Alahmed - Head of People & Culture, The OPEC Fund for International Development
Ensuring compliance in AI implementation means embedding robust data privacy and governance frameworks into AI systems from day one and not bolting them on after the fact. Drawing on 18+ years inside the actual regulatory rooms of seven jurisdictions across the GCC, Africa and Beyond, this session delivers hard-won strategies for integrating compliance measures, safeguarding sensitive information, and commanding regulatory standards. By confronting data security, ethical usage, and governance protocols head-on, organisations can build trust, outpace risk, and keep AI systems operating within legal and ethical boundaries while staying locked in step with their organisational objectives.
- Jessyca Joyekurun - Director of People, Compliance and Corporate Governance, MedQuick UAE & Global
- Rawdhah Saleh - HR Expert, Confidential Finance Company