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Qatar Charity strengthened the scale of its humanitarian interventions in Syria in 2025, demonstrating its commitment to supporting the Syrian people and alleviating their suffering. These interventions included a comprehensive package of relief and development projects encompassing health, education, shelter, food, food security, livelihoods, protection, water and sanitation, social welfare, and economic empowerment. The total value of these interventions exceeded QR163mn, benefiting over 2mn people.Qatar Charity continued to enhance the health response in Syria through a package of interventions combining primary healthcare, advanced services, and the medical supply chain. The number of beneficiaries reached 800,000 people, with a total value exceeding QR29mn.This included supporting Bab Al-Hawa Surgical Hospital as a vital line of defence for emergency cases and preparing to open a specialised cancer treatment centre to bring services closer to patients and their families. Support was also provided to pediatric departments, new departments were equipped, and activities were conducted to screen for and treat malnutrition among children and mothers.Essential and high-quality medicines and medical equipment were supplied to ensure the continuity of services and to strengthen the dialysis and blood bank systems.Support was also provided to the ambulance system and primary healthcare centres, along with specialised surgical interventions (cardiac and ophthalmological) and care for people with disabilities, all within multi-impact projects. The most important projects completed in 2025 included supporting Bab Al-Hawa Hospital and opening a cancer treatment centre in northern Syria.A paediatric ward was also opened in northern Syria, and specialised medical equipment and medicines were provided, in addition to essential medicines for healthcare facilities, dialysis supplies, blood banks, and the pediatric ward at Al-Ra'i Hospital.Support was also provided to primary healthcare centres, the ambulance system, and medical supplies, as well as treatment for malnutrition among children and mothers. Surgical interventions (cardiac and ophthalmological) and care for people with disabilities were also provided (within 68 projects).Qatar Charity's interventions in the education sector focused on ensuring equitable and inclusive access to quality education for children, supporting formal and non-formal education. The number of beneficiaries reached 711,628, with a total value of nearly QR15mn.This included providing school bags and stationery, supporting schools with operational expenses (water, electricity, internet, and routine maintenance), and supplying educational materials and paying the salaries of teaching and administrative staff. The renovation of 301 classrooms and the construction of 30 new classrooms in 20 schools in the Aleppo and Idlib governorates were completed, with co-ordination underway for the renovation of an additional 260 classrooms.Textbooks for grades one through nine were printed, and 668,604 copies were delivered to the targeted schools and educational complexes. Furthermore, Qatar Charity supported needy university students in Turkey by covering their tuition fees in coordination with universities and relevant organisations.Qatar Charity implemented various food security and livelihood interventions, including the distribution of food baskets and flour, support for bakeries, and free bread projects for the most vulnerable groups. These initiatives benefited 570,000 people, with a total value exceeding QR24mn.The response also extended to Syrian refugees and the host community in Turkiye through the distribution of thousands of food baskets in several provinces. Strategically, Qatar Charity continued its wheat value chain support project for the sixth consecutive year by providing farmers with agricultural inputs in Aleppo and Idlib. This project, which will continue until mid-2026, includes marketing support and the provision of equipment for agricultural offices.The livestock value chain project was also implemented through mobile veterinary services, feed distribution, and food processing activities. Families were supported with small grants to enhance food security and generate sustainable income through various breeding and production projects.Qatar Charity's interventions in the shelter sector aimed to restore stability for affected families by repairing damaged homes and rehabilitating housing units and infrastructure, thus supporting safe return and promoting privacy and dignity. The work also included the rehabilitation of community facilities (such as mosques) to restore their social role.In addition to rehabilitation, seasonal interventions were implemented to mitigate the effects of winter by distributing winter clothing to the most vulnerable families. These efforts are part of a humanitarian approach that addresses economic burdens and rising construction costs, aiming to strengthen community resilience and improve living conditions in the near term.In the protection sector, Qatar Charity focused on enhancing specialised services for the most vulnerable children and families in northwest Syria through a package of interventions encompassing individual protection, child protection, and support for orphanages. More than 59,000 people benefited from these initiatives, with a total value exceeding QR4mn.Individual protection included in-kind assistance tailored to basic needs based on vulnerability criteria (the elderly, people with disabilities, and the most vulnerable families), with assessment and referral mechanisms implemented by mobile teams and in coordination with other stakeholders. Child-friendly spaces are also being established, and psychosocial support and case management are being provided in accordance with Unicef standards.In addition to sponsoring orphans, Dar Al Mutaqeen and several other institutions were supported to meet basic needs and ensure a dignified and safe environment, while adhering to protection and documentation policies that preserve the dignity of beneficiaries.Qatar Charity implemented water and sanitation interventions aimed at reducing the risk of waterborne diseases and improving access to safe drinking water. Activities included distributing 5,276 hygiene kits to more than 27,000 beneficiaries, with plans to distribute an additional 10,000 kits. Seven solar power systems were also constructed and installed at pumping stations to ensure the pumping of sterilised water to more than 125,000 people. 

Mada Center has launched its 2026-2028 strategy under the slogan “Universal Access for All,” which highlights high-impact programmes aimed at enhancing quality of life and empowerment for persons with disabilities and the elderly.The strategy is guided by a clear vision and mission focused on empowering people with disabilities and the elderly to live with a higher quality of life within an inclusive and sustainable accessibility ecosystem, fostering more inclusive and accessible environments, services, and experiences both physically and digitally.Mada Center was established in 2010 to promote the principles of inclusion and to build an accessible society for persons with disabilities and the elderly. Mada has become the world’s centre of excellence in Arabic universal accessibility and has contributed to Qatar achieving first place worldwide on the Digital Accessibility Rights Evaluation Index 2020 issued by the United Nation’s Global Initiative for Inclusive Information and Communication Technologies. The strategy focuses on enabling people with disabilities and elderly to enjoy a high quality of life through a comprehensive accessibility ecosystem that promotes independence and opens doors to active participation across all areas of life.It outlines a set of strategic outcomes that Mada seeks to achieve during 2026–2028. These outcomes include several objectives such as to to enable people with disability and the elderly to enjoy a better quality of life through the empowerment of assistive technology; a distinguished position for Qatar in scientific research and innovation in the field of access in Arabic; pioneering in empowerment and specialised capability development and advocacy for universal access policies and practices.Meanwhile, the strategy has a clear set of values that reflect Mada’s institutional approach. The values include people centric programmes; empathy and advocacy; encouraging innovation; community partnership and quality and sustainability. These values indicate that the implementation of the strategy will not rely solely on launching initiatives, but also on measuring impact, enhancing user experience, building effective partnerships, and developing solutions that are scalable and sustainable.Furthermore, the strategy presents an integrated framework with four strategic programmes that represent practical implementation pathways to deliver the desired impact for beneficiaries and the wider community.The first one is an inclusive education programme. It is focused on supporting inclusion within educational settings by enhancing equitable learning opportunities and removing barriers that may limit students with disabilities from accessing educational content and services.The second programme is to provide access to employment. It is aimed at strengthening access to the labour market by supporting accessibility across recruitment pathways and workplace environments and by enhancing the readiness and effectiveness of work and entrepreneurship ecosystems to become more inclusive and responsive to diversity.The strategy further aims at empowered community programme that is centred on building a community capable of participating and engaging effectively through raising awareness and developing environments and services that enable greater participation of people with disabilities and the elderly in public life.The fourth programme is a research and innovation project titled ‘Edge’. It serves as a supportive track for advancing knowledge and innovative solutions in accessibility, highlighting research and innovation as key drivers of tangible impact- particularly in the context of the Arabic language and the associated technical and knowledge-based challenges of universal access.Mada’s 2026–2028 strategy reflects a practical direction toward translating the concept of universal access into measurable programmes and outcomes, with a focus on assistive technology, capacity building, activating partnerships, and embedding policies and practices that support universal access.Within this framework, Mada continues to present a strategic model that places beneficiaries first, turns innovation into solutions, and reinforces inclusion as a societal and institutional value measured by its impact on quality of life and the opportunities available to all.

DWF redefining what it means to lead, connect and transform societyConversations around women’s empowerment in Qatar have moved from awareness to action over the past decade, as participants increasingly seek to contribute through initiatives and collaborations rather than simply listen, says Doha Women Forum (DWF) founder Conchita Ponce. Marking 10 years since the launch of DWF in 2015, she told Gulf Times that the platform has evolved well beyond its original purpose, reflecting broader social and professional shifts in the country. “What began as a small gathering where women shared challenges and inspired one another through personal success stories has grown into a movement rooted in participation, contribution, and impact,” she said. In its early years, Ponce noted that the forum focused heavily on storytelling as a way to inspire confidence and spark conversation. While that element remains important, Ponce stressed that the mission has clearly shifted. “The Forum has transitioned from inspiration to action. Women are no longer just attendees, they are active participants and contributors to a shared cause,” she pointed out.Ponce said that members of the DWF community are now leading or supporting concrete initiatives, including training sessions, workshops and an upcoming mentorship programme. “These opportunities directly empower other women,” she said, adding that the focus is increasingly on practical support and skills-building rather than dialogue alone.According to Ponce, that evolution has also changed how the forum is viewed by institutions and stakeholders. “Today, DWF is known not only for hosting annual events, but for producing tangible outcomes. Institutions now engage with DWF as a partner rather than merely a platform, and the forum has become a recognised reference point in women-related discourse in Qatar.” Ponce says the impact of the forum can be seen across different levels of participation. “We have seen speakers grow and thrive after being part of the Forum, attendees connect with the right people and platforms, and women-led businesses gain visibility and opportunities for growth,” she said. “These outcomes reflect a clear shift toward influence, collaboration, and real-world results.” She explained that DWF’s “core objective is to empower women through meaningful dialogue”. She underlined the importance of helping women recognise their potential, understand their rights and access strong professional networks that enable growth and leadership. Ponce acknowledged that Qatar has undergone significant change since the forum’s inception, crediting the country’s leadership for creating new opportunities for women.“Qatar has changed tremendously, largely due to the visionary leadership of Her Highness Sheikha Moza bint Nasser. Her strong commitment to education, human development, and women’s empowerment has expanded opportunities for women across leadership, entrepreneurship, and the workforce,” she said. As a result, she said, Qatar is now recognised as one of the leading countries in the GCC and the wider Middle East and North Africa region in advancing women’s empowerment.Looking at how conversations around empowerment have evolved, Ponce said they have become “more open, real, and impactful” over time. “With each edition of DWF, awareness has grown, and more importantly, people have moved from listening to actively wanting to be involved and contribute,” she said. While she acknowledged that translating dialogue into policy takes time, Ponce said she remains optimistic: “When you give people space to engage honestly, minds begin to shift, and once that happens, action naturally follows. We are laying the right foundations through continued conversation, collaboration, and steady progress.” 

Qatar Charity (QC) signed a memorandum of understanding (MoU) with Gambia’s Ministry of Gender, Children, and Social Welfare to strengthen co-operation in social protection, economic empowerment, and improving the quality of life for vulnerable groups. **media[382657]** The signing ceremony was attended by Fatou Sanyang Kinteh, Minister of Gender, Children, and Social Welfare of Gambia; His Excellency Abdullah Jassim al-Kuwari, acting Charge d’Affaires at the Embassy of Qatar in Gambia; and Mustafa Essatte, director of QC’s office in Gambia, alongside senior officials and civil society representatives. The MoU was signed by Ilo Jallow, Permanent Secretary at the Ministry, and Mustafa Essatte, director of QC’s office in Gambia. **media[382658]** Speaking at the event, Kinteh stressed the importance of this partnership, saying, “This co-operation represents a pivotal step in achieving the ministry’s goals of strengthening social protection for vulnerable groups, empowering women economically and socially, improving care services for children and the elderly, and supporting social inclusion programmes to raise living standards in rural communities. **media[382659]** “We believe that working hand-in-hand with QC will deliver a tangible and sustainable impact on the ground,” the Minister said, thanking the Embassy of Qatar, QC, and the people of Qatar for their continued support. **media[382660]** Al-Kuwari lauded the initiative, noting its role in advancing social development and economic empowerment in Gambia. Essatte said the MoU reflects a shared commitment to supporting vulnerable groups, empowering women, and improving living standards. He stressed the importance of joint efforts for sustainable impact and thanked the Minister, the Qatari envoy, and the people of Qatar for their continued support. **media[382661]** The ceremony also marked the distribution of essential aid, including 200 kitchen sets, 320 solar-powered lamps, 69 blood pressure monitors, 19 sewing machines, 14 vegetable stalls, and four electric wheelchairs for persons with disabilities. Over the past three months, QC’s office in Gambia completed 28 solar-powered wells in 28 villages, benefiting about 8,400 people. The office also launched six sheep-farming projects and five poultry projects, distributed 62 sewing machines, set up 26 fruit and vegetable stalls, and provided three motorbikes, supporting 102 low-income families. Social and educational efforts included distributing 90 blood sugar monitors, 11 school bag and uniform provision projects, 15 bicycles for orphans, building a home for a mother of orphaned children, and constructing a mosque covering 80 sqm.

The Communications Regulatory Authority (CRA), in collaboration with Center for Empowerment and Care of the Elderly (Ehsan), held an awareness workshop to empower consumers to protect their personal data and promote safe use of mobile phones, as part of the National Initiative to Celebrate 160 Years of the International Telecommunication Union (ITU).The workshop comes as a part of CRA’s ongoing series of initiatives launched to raise awareness about the safe and responsible use of digital technologies to reinforce confidence in the Information and Communications Technology (ICT) sector in Qatar, in alignment with the Qatar National Vision 2030 that aspires to create an informed and secure digital community.CRA experts conducted interactive sessions that demonstrated how users can manage privacy settings on their mobile phones, identify potentially unsafe applications, and control data access permissions effectively.The workshop also featured practical discussions on enhancing privacy on messaging and social media platforms such as WhatsApp, with participants learning how to adopt safe digital habits that reduce exposure to online risks.On this occasion, Director of the Consumer Affairs Department at CRA Amel Salem al-Hanawi stated: “Enhancing awareness is the cornerstone of digital protection. Through this workshop, we aimed to empower elderly people to take control of their digital privacy and make informed decisions about their data. We remain committed to engaging directly with the community and translating our consumer protection mandate into tangible action that builds trust and strengthens digital resilience.”Acting Director of Social Awareness and Community Outreach Department at Ehsan Center Shaikha Ahmed al-Horaib stated: “The collaboration between the Center for Empowerment and Elderly Care, Ehsan, and the Communications Regulatory Authority comes as part of our ongoing efforts to promote safe digital literacy among the elderly and to empower them to use modern technologies with confidence and security”.She added: “This partnership reflects the Center’s commitment to supporting the elderly in keeping pace with digital transformation, enhancing their ability to protect their personal data and private information, and enabling them to interact with technology in a conscious way that contributes to their digital safety and quality of life.”

When Educate Girls became the first Indian non-profit to win the prestigious Ramon Magsaysay Award 2025, it wasn’t just an institutional milestone—it was a victory for millions of girls who had once been told that school was not for them. For founder Safeena Husain, the award represents the resilience of the girls who refused to give up on their dreams, the determination of communities who chose change, and the dedication of thousands of volunteers who have gone door to door convincing families to keep their daughters in school.“To be the first Indian non-profit ever to receive the Ramon Magsaysay Award is historic. For me, this award belongs first and foremost to the thousands of girls who refused to give up on their dreams” In this exclusive interview, Safeena reflects on her two-decade journey of championing girls’ education—from the challenges of walking through deeply patriarchal villages facing slammed doors, to pioneering innovative models like the world’s first Development Impact Bond in education. She shares moving stories of transformation, strategies that have helped over two million girls return to school, and her ambitious vision for the next decade: reaching 10 million learners in 10 years.At its heart, her message is clear—girls’ education is not a local issue, but a global priority, and real change begins when communities themselves take ownership of that future.Q: Congratulations on winning the Ramon Magsaysay Award 2025 — the first for an Indian organization. How did you feel when you heard the news, and what does this recognition mean for you and your team?A: It was an incredibly emotional moment. To be the first Indian non-profit ever to receive the Ramon Magsaysay Award is historic. For me, this award belongs first and foremost to the thousands of girls who refused to give up on their dreams.For our team, it is an encouragement to double down on what works and to share our learnings widely so that millions more girls benefit. But above all, it is a collective win for every family that chose to keep a daughter in school, every volunteer who knocked on a door, every government that partnered with us, every donor and partner who believed in us, and every girl who dared to dream bigger. This recognition tells the world that girls’ education is not a local issue; it is a global priority.Q: You have spent nearly two decades championing the cause of girls’ education. What inspired you to dedicate your life to this mission?A: My own journey is what led me to start Educate Girls. I had a very difficult childhood growing up in New Delhi, but thanks to the support of my family friend and aunt, I became the first in my family to go to university, studying at the London School of Economics. When I returned to India in 2005, I was confronted with the stark reality that millions of girls were still denied even basic education.I remember visiting a village in Rajasthan where a 10-year-old girl spent her days grazing goats because her family believed school was unnecessary. Sitting with families like hers, I saw both the barriers and the untapped potential of these girls. That conviction that education transforms not just a girl’s life but her entire family and community is what inspired me to dedicate myself to this mission.Q: Looking back to when you founded Educate Girls, what were the biggest challenges you faced in the early years?A: Convincing parents and communities proved to be the toughest. Walking door-to-door in deeply patriarchal communities, I often had doors slammed in my face and was told I was wasting my time. Poverty and social traditions made families hesitate about sending girls to school. Many would say, “Why educate her if she will get married?” But what kept me going was my faith in the girls and the power of communities. Slowly, we found and nurtured local leaders and volunteers who became change agents in their own villages. We also discovered that men could be powerful champions in the gender equity movement.**media[361126]**Q: How has your own upbringing and life experiences shaped your vision for Educate Girls?A: I remember the uncertainty and isolation that came with being out of school. It was only because of my aunt’s support that I got a second chance at education. That personal experience gave me a glimpse of what millions of girls feel when they are denied opportunities, and it has stayed with me ever since. Later, living abroad deepened my appreciation for what education makes possible, and when I returned to India, I felt a strong responsibility to ensure that girls were not left behind.Q: Educate Girls has impacted millions of children in rural India. Can you share one story of transformation that personally moved you?A: I recall meeting Dinesh in Rajasthan, the father of one of the first girls we helped return to school in 2008. At that time, he told us he believed in education, but only for his sons, while his daughter Shobha stayed at home. When I visited them again last year, Dinesh said something that has stayed with me ever since: “The world today is built for the educated. If you are not educated, you will be exploited like animals.”That shift—from excluding girls to recognizing their right to belong in that world—is perhaps the true work of changing mindsets. When communities change, culture changes, and norms begin to shift.Q: What strategies have been most effective in enrolling out-of-school girls and improving their learning outcomes?A: Our biggest strength has been the community itself. Through Team Balika (Team for the girl child), who are educated youth from the same villages, we go door to door, identify out-of-school girls, and build trust with families. Because they are from the community, they understand local dynamics and can change mindsets in ways outsiders cannot.Once the girls are back in school, we use Gyan ka Pitara, a remedial curriculum designed to build foundational literacy and numeracy. It helps children learn at their own pace through engaging, activity-based methods, enabling them to catch up, as they are often first-generation learners. That’s why it’s so important, because enrollment alone is not enough.Q: Collaboration with local communities is central to your model. How do you build trust and ensure long-term sustainability?A: Our most effective strategy has been to put the community at the centre. Today, we have over 23,000 Team Balika volunteers, from the same villages, who know every lane, every family. Their proximity builds trust, which is often the key to persuading parents to send their daughters to school.We also work hand-in-hand with governments so that enrollment drives, School Management Committees, and open schooling systems reach the very last girl. Once girls are enrolled, ensuring they stay and learn is critical. Over time, this has resulted in more than 2.4 million children improving their learning, alongside a 90% retention rate for the girls we enrol. It’s really a combination of community ownership, government partnership, and evidence-driven tools that has allowed us to bring more than 2 million girls into education and to ensure they don’t just sit in classrooms, but actually learn and thrive.Q: You pioneered the world’s first Development Impact Bond in education. How did that innovation change the way education programs are funded and delivered?A: The Development Impact Bond gave us a way to link funding to outcomes, not just activities, and we actually overachieved those targets. As validated by a rigorous gold-standard Randomised Controlled Trial (RCT), Educate Girls achieved 116% of its enrollment goals and 160% of its learning targets, equivalent to an additional year of learning gains.For us, the DIB was more than just innovative funding; it became a learning engine. It helped sharpen our model on two critical fronts: first, by developing a more targeted remedial learning curriculum focused on micro-competencies; and second, by revealing through the data that out-of-school girls were disproportionately concentrated in a smaller subset of villages, setting the stage for precision at scale. It also attracted partners who might never have invested in education otherwise, showing that social programs can be both accountable and ambitious.Q: Looking ahead, what are your top priorities for the next decade of Educate Girls?A: The bad news of winning an award like this is that we are getting more ambitious. In the last 18 years, we have brought over two million girls back into education by mobilising communities around them. But the next decade is about 10x10 - reaching 10 million learners in 10 years. That means going where exclusion is deepest, in the most marginalised and remote geographies.We want to crack open flexible pathways for adolescent girls and young women who have no structured way to return to education today. Technology and data will help us find out-of-school girls with precision, but the real engine will always be the community - the families, volunteers, and local leaders who change mindsets door by door. And just as important, once a girl is in education, we must ensure she learns well, develops skills, confidence, agency, and the power to shape her own life.“Over the past 18 years, we have brought more than two million girls back into education by mobilizing communities around them. The next decade, however, is about 10x10—reaching 10 million learners in 10 years”Q: With accolades such as the WISE Prize, the TED Audacious Project and now the Ramon Magsaysay Award, what drives you to remain deeply connected to the work on the ground and close to the communities you serve?A: The real reward comes from being in the villages, sitting with girls and hearing their dreams for the future. That’s where the energy comes from. Awards are encouraging, but they are not the reason we do this work. The reason will always be the girl who learns to write her own name for the first time, or the parent who proudly says, “My daughter is the first in our family to study.” At Educate Girls, we’ve always said that the community is the heart of change.Q: What advice would you give to young changemakers and social entrepreneurs who want to create large-scale impact?A: I suggest approaching problems with a long-term, problem-solving mindset rather than a project-oriented one. Start by understanding the realities on the ground and leverage what already exists, whether it is community programs, government schemes, or local resources. Build ownership within the community, because true leadership comes from within. Change does not come from the outside in; for it to be sustainable, it must be led by local voices with empathy and cultural insight. And above all, remember that change is rarely quick; it requires patience, persistence, and an unshakable belief that things can be different.