Ajman gov't employees to work remotely on Fridays during Ramadan
The Department of Human Resources of the Ajman Government announced that all government employees will work 100% remotely on Fridays during Ramadan.
The official working hours for Ajman's government employees during Ramadan will be from 9:00 a.m. to 2:30 p.m. from Monday to Thursday. Meanwhile, the schedule will be from 9:00 a.m. to 12:00 p.m. on Fridays.
The initiative is under the directive of H.H. Sheikh Ammar bin Humaid Al Nuaimi, Crown Prince of Ajman and Chairman of Ajman Executive Council.
Ajman's Ramadan schedule aligns with the UAE's theme for 2025: the Year of Community. The remote work policy gives government employees flexibility, which results in uninterrupted service delivery and business continuity.
However, departments that operate on a shift basis will have their working hours determined based on operational needs, with a maximum work hours of five and a half hours per day during Ramadan.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Sharjah 24
2 days ago
- Sharjah 24
SPC Free Zone secures coveted workplace accolade for 2nd year
The certification is based on direct and anonymous employee feedback through focused surveys, and SPC Free Zone's success stemmed from exceptional scores across categories, including Workplace Hospitality, Leadership Behaviour, Innovation, Engagement, Equity, Collaboration, and Safety. These high marks paint a clear picture of an environment where employees feel welcomed, respected, empowered, and secure. Commenting on the achievement, Saif Al Suwaidi, Director of SPC Free Zone, said: 'At SPC Free Zone, we firmly believe that human capital is the cornerstone of any sustainable institutional success. Being certified as a Great Place to Work for the second year in a row reflects this belief and stands as a direct result of the continuous support and guidance of Sheikha Bodour bint Sultan Al Qasimi, Chairperson of the Sharjah Book Authority, who has established a visionary leadership approach that places employees at the heart of development and excellence.' He added: 'This accomplishment affirms that a healthy and attractive work environment has a positive impact on team performance, while its influence extends to the wider business community. Today, more than 9,600 companies operate in an ecosystem that inspires growth, creativity, and sustainability, further enhancing the free zone's ability to attract international partners and reinforce its status as a global hub for knowledge and investment.' Fostering growth and employee well-being SPC Free Zone has also implemented various policies and initiatives aimed at promoting growth, connection, and well-being within the workplace. A standout example was the launch of the SPC Academy, which provided all employees with regular monthly learning and development workshops, offering access to cross-departmental training. This initiative aims to enhance the organisation's understanding of its dynamics and empower individuals to expand their skill sets and career trajectories. Through efforts to promote engagement and inclusion, the free zone also curated a calendar rich with meaningful activities that strengthen bonds and celebrate diversity. From recognising international days of recognition and raising awareness for various causes, to hosting grand annual gala dinners that reward exceptional achievements and fostering community during the sacred month of Ramadan with annual Iftars, SPC Free Zone has promoted a culture of value and acknowledgement. Understanding the importance of physical and mental health, the free zone also organises bi-weekly free sports events, encouraging employees to socialise, stay active, and recharge together. Driven by employee participation, new volunteer initiatives, sustainability projects, and community campaigns, the SPC Cares Corporate Social Responsibility programme has also added great value to the organisation. Following impactful actions like distributing iftar meals to those in need during Ramadan, SPC aims to become the first UAE free zone to integrate social impact as a core pillar of its employee experience and organisational identity. Globally connected business ecosystem SPC Free Zone is a globally connected business ecosystem hosting companies representing over 40 countries. Renowned for its specialised community of 1,500+ publishers and creators of educational and cultural content, it combines state-of-the-art facilities with an environment of innovation and sustainability. In late 2024, SPC Freezone launched the world's first AI-powered business licence, which can complete registration in under 5 minutes. This dual commitment to technological leadership and people-first values, as demonstrated by the latest certification from 'Great Place to Work,' makes SPC Free Zone a unique gateway for entrepreneurs and enterprises seeking growth in the UAE's thriving business economy.
Tourism Breaking News
2 days ago
- Tourism Breaking News
Emirates forges interline partnership with Bahamasair to facilitate connectivity to The Bahamas
Post Views: 46 Emirates and Bahamasair have signed a Memorandum of Understanding (MoU) to establish an interline partnership benefitting customers travelling to The Bahamas. The partnership enables Emirates to expand its reach in the Caribbean, allowing customers to utilise the services of The Bahamas' national flag carrier from Florida to one of three destinations on the island country. Under the unilateral agreement, customers traveling on Emirates to Miami or Orlando will be able to connect to Bahamasair flights to Nassau, Freeport or San Salvador, with the added convenience of booking itineraries with both airlines on a single ticket. Additionally, Emirates' customers will enjoy generous baggage allowance when flying on Bahamasair to the three destinations. Commenting on the new interline partnership, Adnan Kazim, Deputy President and Chief Commercial Officer said: 'We are pleased to establish an interline partnership with Bahamasair to expand our reach to new and exciting destinations and offer travel options for our customers planning journeys to the Caribbean nation. The interline partnership offers customers the convenience of connecting in Florida for travel onwards to points across the islands of The Bahamas, while enjoying competitive fare pricing, the convenience of booking the entire journey on a single ticket and a generous baggage policy.' 'This partnership also supports our agreement with The Bahamas' Ministry of Foreign Affairs to promote the Caribbean destination across our network.' As part of the MoU, both carriers will also explore opportunities to enhance their cargo interline cooperation and potential partnerships under their frequent flyer programmes. Bahamasair Managing Director, Tracy Cooper said: 'This partnership significantly elevates Bahamasair's global profile and opens access to invaluable expertise and new markets. By aligning with one of the world's most respected airlines, we strengthen our capabilities and lay the groundwork for sustained international growth.' Florida gateways, Miami and Orlando, are amongst the 12 U.S. destinations that the world's largest international airline currently flies. Emirates serves Miami with daily flights with its Boeing 777, along with five-weekly services to Orlando, connecting travellers across its expansive network of over 140 destinations. On the sidelines of Arabian Travel Market, Emirates and the Ministry of Foreign Affairs of The Bahamas signed a Memorandum of Understanding (MoU) to jointly promote tourism to the Caribbean nation in a partnership aimed at further developing the country's tourism and trade industries.
Campaign ME
3 days ago
- Campaign ME
Relevance is the real luxury
Luxury is no longer just a product – it's a cultural conversation. And in the Middle East, that conversation is evolving faster than ever before. Traditionally associated with exclusivity, status and craftsmanship, the luxury industry is now navigating a more complex world. Today's consumer, particularly in the GCC, is younger, digitally fluent and culturally aware. They are not just buying into a brand – they are buying into a set of values and experiences that reflect who they are or aspire to be, making relevance more critical than ever. This shift is prompting client-side marketers to ask important questions: What does luxury mean to the next generation? How do we build emotional connection while preserving brand mystique? And how can we remain aspirational in a region where attention is fleeting? Here are four key challenges – and priorities – that premium brands must address to stay relevant in this dynamic landscape. From exclusivity to cultural relevance The traditional codes of luxury – heritage, craftsmanship and rarity – still matter, but they're no longer enough. In the Middle East, where identity and self-expression are increasingly individualistic, brands must rethink what exclusivity looks like. Younger audiences, particularly Gen Z, value purpose over pedigree. They expect brands to stand for something meaningful and reflect the diversity of their lives. A brand that once built desire through scarcity may now find more success by creating culturally relevant limited editions or partnering with local artists who offer fresh perspectives. Our own journey reflects this evolution. Since 2021, we've repositioned the brand toward a more luxury direction through major rebranding – from retail and packaging updates to a refined colour palette and a clearer, purpose-led identity. These moves were more than cosmetic – they marked a strategic shift to align with changing consumer expectations. Cultural relevance also means showing up authentically. That's why we've launched regional campaigns around key moments like Ramadan and collaborated with talents such as Laila Abdullah, fostering emotional connection through local storytelling. Rethinking the retail experience Despite the digital shift, physical retail remains central in the Middle East. Malls are more than shopping centres – they're lifestyle hubs. Consumers want more than transactions; they seek immersive, personalised experiences. Luxury brands must reimagine retail as an experiential space. This includes seamless integration between digital and physical – apps with VIP concierge services, AR tools in fitting rooms and loyalty programmes offering exclusive access. 'Luxury marketing isn't just performance-driven; it's perception-driven.' We recently brought this to life with the global launch of our Arianna collection, which featured a high-impact event and a Burj Khalifa takeover. This wasn't just about buzz – it created a culturally relevant moment that reinforced brand positioning and drove awareness. However, many brands still struggle with fragmented omnichannel strategies. CRM systems aren't always aligned with local behaviours and store teams may lack the training to deliver high-touch service. Solving this isn't just about tech upgrades – it's a mindset shift toward holistic client engagement. Bridging the talent and execution gap Another challenge is the disconnect between global strategy and local execution. Headquarters may set the vision, but local teams are the ones who bring it to life in culturally meaningful ways. The problem? There's a shortage of senior marketing talent in the luxury space who can blend global brand thinking with regional nuance. Agencies, too, are often stretched thin, with roles focused more on adaptation than innovation. To overcome this, brands must invest in building empowered in-market teams – marketers who think strategically, not just tactically. At the same time, agency relationships must evolve into co-creative partnerships that go beyond execution. Tracking desirability, not just visibility In the world of luxury, success isn't just about being seen – it's about being desired. At Swarovski, desirability is one of our key metrics. While performance indicators like reach and engagement offer a snapshot of campaign visibility, they don't fully capture the strength of emotional connection or long-term brand equity. Especially in premium markets like the Middle East, it's not enough to generate noise – we need to cultivate aspiration. That's why regional teams must push for frameworks that assess brand love, emotional resonance and cultural relevance – factors that build true affinity over time. It's about understanding how our brand is perceived, how it makes people feel and how meaningfully we show up in their lives. Luxury marketing isn't just performance-driven; it's perception-driven. And that calls for deeper, more nuanced metrics that reflect lasting impact – not just campaign visibility. The way forward is relevance The Middle East is not just a luxury growth market – it's a trendsetter. With its young, affluent population and appetite for innovation, it's fertile ground for bold, thoughtful brands. But relevance won't come from repeating global playbooks. It requires listening deeply, acting nimbly and marketing with both heart and context. For client-side marketers, the task is clear: lead with empathy, localise with integrity and remember – in luxury, the smallest details often speak the loudest. By Sarah Dja Yahia, Head of Marketing ME, SEA and India, Swarovski
