An increasing number of industries in the Middle East are recognising that Diversity, Equity, and Inclusion (DEI) is not a one-time initiative but an ongoing journey.

This perspective is driven by the region's diverse demographics, global economic integration, and nationalization agendas such as Emiratisation and Saudization, which emphasize local talent development and inclusive workforce participation.

Industries across the region are embedding DEI into their operational DNA. In traditionally male-dominated fields like heavy industry and energy, efforts are under way to rebalance gender representation and introduce inclusive practices.

Manufacturing companies are investing in training, policy reform, and facility design to bring more women into leadership and frontline positions. Similarly, the aviation sector—naturally diverse due to its global footprint—continues to evolve its DEI frameworks to support multicultural workforces and varied passenger needs.

Retail and professional services are equally advancing on this journey. Multinational retailers are striving to mirror the diversity of their customers within their teams, while consulting and legal firms are strengthening inclusive cultures to better serve diverse client portfolios.

The tech and digital sectors, driven by innovation, are adopting inclusive hiring and development strategies to remain competitive in a global marketplace.

Meanwhile, healthcare providers are aligning DEI not only with workforce practices but with equitable patient care, addressing access, representation, and service delivery for increasingly diverse populations.

Flagship case studies from the region

Emirates Global Aluminium (UAE)

EGA exemplifies how DEI can be structurally embedded into industrial strategy. The organisation aims to have women occupy 25% of supervisory roles by 2025 and 15% of all roles by 2026.

Investments include retrofitting operational facilities for female employees and launching targeted development platforms such as the Women's Network and Najah Network. EGA also joined the NOORA network under Aurora50 to advance corporate women’s leadership.

Notably, their DEI agenda is central to their ESG strategy, where a “diverse, inclusive and safe environment” is a key pillar in their 2030 plan—marking DEI as a long-term cultural transformation, not a compliance activity.

For the first time in 2023, the company hired women as utility operators in frontline non-supervisory roles .

Dubai Airports (UAE)

In aviation, Dubai Airports is taking inclusivity to a new level by focusing on travellers as well as employees. The organisation has trained 45,000 staff to support autistic and sensory-sensitive passengers, becoming the first international airport to achieve Certified Autism Centre (CAC) status.

Initiatives such as the DXB Travel Planner, Sunflower Lanyards, priority lanes, and sensory spaces underscore how customer-facing sectors are adapting services to meet the diverse needs of all stakeholders.

Al-Futtaim Group - IKEA (UAE, Qatar, Egypt, Oman)

Retailer Al-Futtaim IKEA is integrating gender equality into its broader responsible retail strategy.

The firm has already achieved 31% female workforce representation, including 24% in senior leadership, with a target of reaching 30% by 2028.

These metrics are supported by internal monitoring frameworks, reinforcing that DEI is part of business planning, not just corporate messaging.

Deloitte Middle East

Deloitte is leading in inclusive policy innovation. The firm has introduced flexible, gender-neutral leave policies covering adoption, difficult pregnancies, and eldercare.

Additionally, its commitment to disability and neurodiversity inclusion is evident through accessible performance frameworks and event planning.

This signals a broader “fix the system” approach that addresses structural equity rather than isolated issues.

Saudi Aramco (KSA)

Aramco is aligning closely with Saudi Vision 2030, promoting female participation and skills development in a historically male-centric sector.

Their Women Development Program and the Gulf Region Organisation for Women (GROW) are helping women build careers in energy and related STEM fields.

These systemic efforts are supported by evidence: a recent study found that board gender diversity correlates positively with company performance in Saudi Arabia, adding business rationale to social objectives.

Emerging thoughts around DEI

A wealth of regional studies reinforces the idea that DEI is a long-term lever for performance and impact. According to a recent report titled 'Driving Diversity, Equity, and Inclusion in the MENA Workplace', companies in the Gulf region are 'weaving DEI into their culture, not as a checklist but as a long-term strategy to drive performance and purpose.'

Practical recommendations for HR leaders include inclusive policy-making, leadership education, and cultural audits.

The HEC Paris “CADENCE” model further emphasises the evolving nature of DEI. The framework includes seven progressive steps—Compliance, Alignment, Deployment, Engagement, Nurturing, Competence, and Evolution—with the final phase underscoring that DEI must adapt to global trends and local realities.

Meanwhile, a quantitative study from Preprints.org links gender-diverse boards in Saudi Arabia to stronger financial returns, measured across ROA, ROE, ROIC, and Tobin’s Q.

This underlines that equity isn’t just ethical—it’s profitable. And as Fast Company Middle East noted, “organisations must focus on building equity into systems for long-lasting impact and genuine inclusion.”

DEI Embedded in National Agendas

Across Saudi Arabia and the UAE, national visions are catalysing real DEI progress. Saudi Arabia has already exceeded its 30% female labour market participation target, reaching 34%. The UAE’s Gender Equality Acceleration Commitment aims for 30% women in senior and middle management by 2028—an ambition being operationalised by organisations like ADNOC and Mediclinic.

Sector-wise Deep Dives on DEI

In healthcare, Mediclinic Middle East has taken the lead, with women comprising 75% of the workforce. The company’s leadership connects gender equality directly to patient care quality.

A joint report from Pfizer and the Arab International Women Forum in 2023 advocated for inclusive leadership, equitable clinical trials, and culturally relevant healthcare access, especially in fragile contexts.

In energy, ADNOC’s learning programmes—such as the Technical Academy and executive education partnerships—are creating inclusive talent pipelines, while Aramco is building a lifelong learning culture tied to economic diversification.

Retailers such as Majid Al Futtaim are blending DEI with local employment initiatives, including graduate programmes and continuous learning for young Emiratis. Al-Futtaim IKEA’s gender targets are backed by internal accountability tools.

The aerospace sector is also shifting. SAMI Airbus, aligned with Vision 2030, is developing local talent—especially women—via technical college partnerships and accelerated training.

Banking is following suit. The National Bank of Kuwait’s RISE programme has raised female middle-management representation from 13% to 29%, targeting 35%. This outcome-oriented approach signals maturity in DEI delivery.

Creative industries are thriving too. The Mizwada project, backed by Alwaleed Philanthropies, empowers Saudi female artisans and reinvests profits into their communities.

Meanwhile, mega-projects like NEOM are nurturing local talent in media and design, with Dubai positioning itself as a creative capital—especially post-pandemic.

Other sectors like cement and water infrastructure are showing early progress. UltraTech Cement has increased female participation by 78%, placing women across roles including sales and quality control—though challenges in construction remain.

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DEI in the Middle East is becoming deeply integrated into corporate strategy and national planning. Whether through artisan-led empowerment or executive-level targets, the region is building inclusive economies that reflect its complex demographics.

Organisations with long-term vision are defining success by clear metrics—such as '30% women in senior roles by 2028' and backing these goals with measurable action.