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ADBWC's Strategic Five Year Plan

  • 2015
  • 2019
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An Outline of the ADBWC’s Strategic FiveYear Plan 2015-2019

ADBWC’s Strategic Objectives 2015-2019

1

Women’s notable participation in entrepreneurship, ensuring their growing presence and the sustainability of such presence according to the latest developments and best practices.

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2

Optimally capitalizing on the potential of UAE women doing home-based business in its various fields would ensure relevant integration into the emirate’s domestic economy.

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3

Economic empowerment guaranteeing women’s active contribution to all sectors of private business and supporting sustainable economic development in the emirate.

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4

Accumulative cognitive experience within the ADBWC ensures on-going development of its business and services in conformity with the latest competitive developments on the labour market.

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1 st

Strategic Objective

Women’s notable participation in entrepreneurship, ensuring their growing presence and the sustainability of such presence according to the latest developments and best practices.

  • Promoting a culture of women’s entrepreneurship in a competitive business environment
  • Enhancing a culture of creativity and innovation in women’s entrepreneurship
  • Boosting women’s role and participation in the private sector, keeping the sustainability of both their business and continuity with such business
  • Setting up integrated, innovative business incubators in support of incubators’ role in backing up the concept of innovative entrepreneurship
  • Establishing an e-portal, including an on-line guide to investment opportunities in entrepreneurship and training women on how to invest in and make use of such opportunities.
  • Organizing extensive awareness campaigns on the dissemination and enhancement of entrepreneurship-specific culture in accordance with the best practices locally, regionally and internationally, while having the same subsumed under a number of activities as training programmes for specialized development, along with nurturing women’s abilities, aptitudes 20 21 and skills in the field of entrepreneurship, forums, seminars and exhibitions.
  • Her Highness Sheikhah Fatima Bint Mubarak’s Award for Innovative Entrepreneurship
  • An innovative entrepreneurship club which aims at raising awareness about a culture of creativity and innovation in entrepreneurship, as well as at encouraging women to generate creative ideas which are to be developed, implemented and followed up.
  • Conducting an extensive study in the field of innovation on entrepreneurship and making use of relevant findings and recommendations in upgrading the services being delivered by the ADBWC.
  • Conducting a survey on the realistic situation of businesswomen, entrepreneurs and female workers in the private sector and identifying their needs and pinpointing the challenges being faced by them with an aim of developing policies and services which would help their businesses be sustainable and viable.
  • Setting up an accurately comprehensive on-line database about businesswomen who are engaged in commercial activities in the private sector and about career ladies in the private sector’s companies and businesses.
  • Programme on certified entrepreneurship licence for training businesswomen, female entrepreneurs and workers as part of domestic licences on developing and keeping their businesses’ sustainability and viability.
  • Preparing the national strategy on women’s economic empowerment in the Emirate of Abu Dhabi in partnership with public and private organizations.
  • Setting up the integrated and innovative business incubators.

2 nd

Strategic Objective

Optimally capitalizing on the potential of UAE women doing home-based business in its various fields would ensure relevant integration into the emirate’s domestic economy.

  • Regulating career ladies’ practice as part of household licences and integrating the same into the system of private business.
  • Preparing a study on policies and legislations regulating women’s work in the private sector, identifying the challenges being encountered by them and suggesting policies and legislations regulating and enabling the sustainability of women’s business in the private sector.
  • A training and development programme for women as part of Mubdi’ah Licence so that they can be integrated into the system of private business.
  • Compiling a study on outlets and ways through which to support marketing of women’s products as part of home-specific licences and entrepreneurs in the Emirate of Abu Dhabi.

3 rd

Strategic Objective

Economic empowerment guaranteeing women’s active contribution to all sectors of private business.

  • Contributing to the increase of UAE women’s participation in jobs of the labour market in the private sector
  • Preparing a study on policies and legislations regulating women’s work in the private sector, identifying the challenges being encountered by them and suggesting policies and legislations regulating and enabling the sustainability of women’s business in the private sector.
  • Considering a survey of jobs available in the private sector and commensurate with the needs of women who are willing to work in jobs of the private sector.
  • Preparing a professional programme for nurturing women’s capacities and aptitudes, training and developing them and enabling them to work in the private sector according to the outputs of the survey

4 th

Strategic Objective

Accumulative cognitive experience within the ADBWC ensures on-going development of its business and services in conformity with the latest competitive developments on the labour market.

  • Building and Developing the ADBWC’s Capacities and Enablers
  • Preparing and continuously developing policies, manuals and methodologies regulating the ADBWC’s business.
  • Nurturing the competencies and skills of human resources working for the ADBWC in a manner proportionate to the ADBWC’s Strategic Five-Year Plan.
  • Introducing an organisational and functional structure for the ADBWC in accordance with both the ADBWC’s new main processes and strategic guidelines.
  • Preparing a risk register in order to survey all risks resultant from the ADBWC’s business (strategically, financially, administratively and technically … etc.)
  • Preparing a business continuity (sustainability) plan.
  • Earning the ISO 9001 and other relevant certifications.
  • Preparing a manual introducing and classifying strategic and operational services being provided by the ADBWC to target categories.
  • Preparing a system of strategic partnership at the local, regional and international levels as part of a clear action methodology and reactivating the same to support the ADBWC’s Strategic Five-Year Plan.
  • Compiling a documentary book every 10 years on the ADBWC’s march.