How MENA leaders can realise their DEI ambitions

Workplace success is now more defined by its commitment to collaboration and employee morale as much as it is about measurable results and financial revenue.

In today’s business landscape, thriving workplaces are those who foster a culture of diversity, equity, and inclusion (DEI) where teams are not only efficient by performance but believe they are valued, represented, and championed by their employer.

In the Middle East and North Africa (MENA) region, where the working demographic is hugely diverse – the UAE alone homes 88.5 per cent of expatriates – leaders need to spot where there may be gaps in employee morale due to a lack of appropriate DEI implementation, and design purposeful initiatives that address those bespoke needs.

It’s not just about understanding cultures and traditions — it’s about listening to employees, adapting in real time, and being intentional about how these efforts show up in everyday experiences at work and relative to the evolving world we live in today.

Driving DEI mandates

Key economic players in the region, namely the UAE, Saudi Arabia, and Qatar, are enforcing transformative mandates to drive DE&I commitments. For instance, female workforce participation in Saudi Arabia surged to 37 per cent in 2023, exceeding the Vision 2030 target of 30 per cent.

Meanwhile, female active employment rates have reached 53 per cent and 60 per cent, respectively in the UAE and Qatar, surpassing the global average of 47.4 per cent.

In the UAE, The Ministry of Economy has introduced a new rule that at least one seat on the board of private joint-stock companies must be reserved for women by January 2025. The challenge now is how private organisations will follow suit in sustaining and embedding these advances within their leadership structures.

If there is a gap between the stated values of an organisation and how employees perceive leadership action, there is an opportunity to increase the visibility of leaders in action around said values. This could involve actively sponsoring DEI programmes, such as diverse hiring practices and mentorship programs, or making participation in these efforts part of their core responsibilities. In a region where leadership often serves as the public face of a company’s values, this step-up is crucial.

In MENA countries, particularly in the UAE where more than 200 nationalities work together, workforces often comprise a diverse mix of expatriate and local talent, so a well-balanced cultural competence is paramount. Leaders must first do their research, gather knowledge, and then make sure that the information applies to the current experience.

Even within one culture, there can be variations in expectations and appropriateness and the only way to know is to always be looking and listening with an open mind and a learning disposition.

Another best practice is to prioritise empathy and humility by decentering your personal experiences.

We all view the world through our lived experiences, sometimes this can be an asset and other times it can become a pitfall if you don’t acknowledge that there is bias in all of us as a result of our personal experiences. Listening to first understand and then moving to respond and engage is a great best practice.

One of the biggest obstacles I often see when it comes to DEI initiatives is the failure to connect these efforts to business outcomes.

In today’s fast-moving economies, especially in the GCC, businesses need to make a strong case for how DEI ties directly to success. Otherwise, these programs risk being seen as non-essential, particularly during times of financial strain.

Research suggests that diverse teams make better decisions and are more innovative, providing a strong case for prioritising DEI initiatives as essential to business success. A study from Bain & Company found that teams that are diverse in gender and geography make better business decisions 87 per cent of the time.

All round alignment

But to truly move the needle in achieving DEI in the workplace, everyone must be aligned. Hence, company-wide communication is critical. Leaders must ensure that everyone within the organisation understands their role in advancing DEI.

This requires open and honest communication, especially in booming industries like finance and technology, which are key to the region’s economic growth.

Employees need to feel involved and know how they contribute to the shared goal.

Two emerging workplace trends I would point to are the growing interest of employees in mental health and the rise of AI.

For both of these areas, there is an imperative to keep DE&I front and centre to ensure that marginalised groups are not alienated by the implementation of initiatives in this area.

Artificial intelligence is fast becoming a fixture in business operations and does have the potential to support DEI efforts. It can offer data-driven insights on where potential diversity gaps might be, provide helpful training programmes, or offer internal communication tools to enhance inclusion strategies. However, leaders must ensure they understand how AI is used by employees, whether as a tool for efficiency or feedback, and they must be abreast of the impact it has on the wellbeing of employees.

Additionally, paying attention to mental health and implementing mindful practices — whether tailored to an individual or for all employees — while promoting empathy, humility, and broader awareness is key for leaders to show they are growing with their employees.

By staying informed and courageously engaging with these topics, they can take supportive action.

By adopting a comprehensive approach to DEI, organisations in the GCC and the wider MENA region can fully leverage the potential of their diverse workforces.

Inclusivity should be seen not as a challenge but as an opportunity and a foundation for innovation, growth, and long-term success.

The writer is a DEI expert and professor of the Practice, Georgetown University’s McDonough School of Business, Dubai Executive MBA Program.