Interview with Bushra Abu Salem

1. Tell us about your career journey and how you came to serve on a board.

My career journey into governance and board service has been shaped by years of experience in legal affairs, corporate governance, and compliance. I started in the legal field, gaining cross-functional expertise over more than 25 years. Early in my career, I worked with public and international organizations such as ESCWA, the International Chamber of Commerce, and the World Trade Organization. These experiences provided me with a strong foundation in international trade law, commercial regulations, and corporate policies.

When I joined Nesma & Partners, my role gradually expanded into governance and compliance leadership. Over time, I took on broader responsibilities in legal advisory, corporate affairs, and governance structuring. My work with the late President & CEO, Imad Gholmie, played a key role in shaping the company's governance framework. In 2015, I co-established the Management Committee to enhance decision-making structures. The following year, I led the development of the company's Corporate Governance Framework, obtained shareholder approval, and formulated the Terms of Reference for the Board and its Committees.

Since 2015, I have served as Board Secretary and the Secretary of most of its committees, ensuring corporate compliance, transparency, and effective decision-making. My role involves supporting the Chair, the President & CEO, and Board Directors while also maintaining strong communication with shareholders. Beyond board advisory responsibilities.

My transition into board service was not an overnight shift but a culmination of years of legal expertise, governance leadership, and strategic contributions. By establishing governance structures, earning the trust of leadership, and demonstrating deep knowledge of regulatory affairs, I positioned myself as a key figure in shaping Nesma & Partners' governance policies. Today, I continue to focus on protecting the interests of the company, its shareholders, and employees while driving excellence in governance.

2. What are you most proud of and why?

I am most proud of establishing the Corporate Governance Framework at Nesma & Partners and playing a key role in shaping the company’s governance structure.

Seeing the positive effects of these governance initiatives on the company's operations, leadership effectiveness, and stakeholder trust reinforces the significance of the work I do.

Beyond governance, I take great pride in serving as Board Secretary and being a trusted advisor to the Board, shareholders, and executive leadership. This role allows me to protect the interests of the company and its people, ensuring that critical decisions are made with a strong legal and ethical foundation. My work has not just been about compliance; it has been about building a culture where governance is embedded in the company’s DNA.

What makes these achievements even more meaningful is the lasting impact they have had on the company’s sustainability, resilience, and reputation. Governance is often a silent force behind a company’s success, and knowing that my efforts have helped strengthen Nesma & Partners for the long term is something I take immense pride in.

3. What are your professional areas of expertise and what skills do you bring to the boardroom?

My professional expertise spans corporate governance, legal affairs, compliance, and corporate strategy. With over 25 years of experience, I have developed deep knowledge in areas critical to organizational success, including corporate governance frameworks, board advisory, regulatory compliance, commercial contracts, intellectual property, information technology governance, FIDIC contracts, and the oil and gas sector.

In the boardroom, I bring a strong blend of legal acumen, governance expertise, and strategic thinking.  I ensure that board discussions and decisions are conducted within a well-structured governance framework. My role requires me to facilitate effective communication among board members, provide legal and regulatory insights, and uphold transparency and accountability in board proceedings.

One of my key strengths is my ability to assess complex governance challenges and translate them into actionable solutions. I have played a critical role in designing and implementing governance structures that align with best practices and regulatory requirements. My expertise in risk management and compliance ensures that the board is well-informed of potential legal and regulatory risks, allowing for proactive decision-making.

Another skill I bring to the boardroom is my ability to manage different personalities and behaviors, manage conflict of interests, and foster collaboration and alignment among leadership. I act as a bridge between the board, executive management, and shareholders, ensuring that governance policies and strategic objectives are effectively communicated and executed. My experience in stakeholder management and corporate affairs allows me to navigate complex business environments while maintaining strong ethical standards and governance principles.

4. What are the benefits that diversity can bring to the boardroom, including women on boards?

Diversity in the boardroom brings a wide range of benefits, strengthening decision-making, governance, and overall corporate performance. A board composed of individuals with diverse backgrounds, experiences, and perspectives fosters more innovative thinking, reduces groupthink, and enhances problem-solving.

One of the key advantages of diversity is improved decision-making and risk management. When board members bring different viewpoints, industries, and professional backgrounds, discussions become more dynamic, leading to well-rounded and informed decisions. Diverse boards are also more effective at identifying risks and opportunities from multiple angles, ensuring that strategic decisions are made with a broad perspective.

Diversity, including the presence of women on boards, contributes to stronger corporate governance and ethical leadership. Studies have shown that boards with greater gender diversity tend to focus more on transparency, accountability, and compliance. Women often bring collaborative leadership styles, which enhance board dynamics, foster inclusivity, and encourage open discussion.

Having diverse perspectives also leads to a better understanding of stakeholders, customers, and employees. Companies operate in increasingly global and multicultural markets, and boards that reflect this diversity are better positioned to align with the needs of their stakeholders.

Moreover, diversity in the boardroom contributes to enhanced corporate reputation and investor confidence. Institutional investors and regulators are placing greater emphasis on board diversity as a key factor in assessing governance strength.

Ultimately, the inclusion of women and other underrepresented groups in the boardroom is not just about meeting quotas or compliance; it is about improving governance, driving innovation, and ensuring that the company benefits from a broader range of expertise, perspectives, and leadership styles. A diverse board is a stronger board, better equipped to navigate complex challenges and seize new opportunities in an ever-changing business environment.

5. What is your advice for women who are aspiring to leadership and board positions?

For women aspiring to leadership and board positions, my biggest piece of advice is to believe in your expertise and step forward with confidence. The path to leadership isn’t always easy, but with the right mindset and approach, you can carve out a place where your voice is heard and valued.

First, focus on building deep expertise in your field. Boards don’t just look for titles—they seek people who bring knowledge, insight, and problem-solving skills. Become the go-to person in your area of work, keep learning, and don’t be afraid to take on challenging roles that expand your capabilities.

Next, put yourself out there and seek leadership opportunities. Volunteer for high-impact projects, lead initiatives, and take roles that allow you to showcase your ability to think strategically. Leadership isn’t just about job titles; it’s about influence, and influence is built by showing up and contributing in meaningful ways.

Most importantly, be courageous, brave and do the right thing no matter what. Own your voice. Too often, women hesitate to speak up in rooms where they are the minority. Be clear, be confident, and trust that your perspective is needed. Leadership is about stepping up, even when it feels uncomfortable.

Finally, lift others as you climb. The more women who make it into leadership, the easier it becomes for the next generation. Advocate for diversity, mentor younger professionals, and create space for more women at the table.

Getting into leadership and board roles takes time, but if you stay focused, keep learning, and build relationships with the right people, you’ll get there. And when you do, you’ll bring perspectives that make leadership stronger and decision-making better for everyone.