Henkel’s Ahmed ElNahal on inclusion, localisation, AI, people-centric values

As diversity, equity, and inclusion (DEI) take on new dimensions across the GCC, global companies are learning how to adapt their strategies to local values without losing sight of global standards. Henkel IMEA is also focused on shaping this balance.

From advancing gender equity and integrating AI into HR, to aligning localisation mandates with international benchmarks, the company’s approach reflects the evolving identity of the region’s workforce — one that values both cultural authenticity and innovation.

In this conversation, Ahmed ElNahal, head of HR for Henkel IMEA, discusses how the company is redefining DEI for the Gulf, the future of HR in a digital-first economy, and why the next phase of inclusion in the region is as much about belonging as it is about representation.

What emerging HR trends, such as hybrid work or employee wellbeing, do you see shaping the GCC workplace over the next five years?

The GCC workplace is evolving rapidly, and I see three trends shaping its future:

• Hybrid work as a permanent feature, but adapted to specific needs — balancing flexibility with in-person collaboration when necessary.

• Employee wellbeing as a business priority, not a benefit. This includes holistic programmes that address mental health, financial security, and family support.

• Skill agility as the new currency: organisations will prioritize continuous reskilling to keep pace with automation, AI, and sustainability demands.

Ultimately, the GCC is a region that blends tradition with innovation, and HR will play a central role in shaping workplaces where both can thrive together.

How are GCC organisations leveraging AI and HR analytics to enhance talent acquisition and retention in a competitive, digitally transforming market?

The GCC is at the forefront of digital transformation, and HR is no exception. Companies, including Henkel, are increasingly using AI-powered platforms to enhance recruitment, broaden reach, and minimise unconscious bias.

People analytics enable us to understand retention drivers, predict attrition risks, and design targeted engagement strategies based on data-driven insights.

The broader message here is that we must move from being reactive to predictive — where AI is an enabler.

That said, it is equally important to emphasise that AI does not replace the human element. The real differentiator will be having the right people who are equipped to use AI intelligently and responsibly.

How have you tailored DEI strategies to address the GCC’s unique cultural diversity, ensuring inclusion aligns with regional values like collectivism?

DEI has long been part of our way of thinking — and the GCC is no exception. Here, diversity is defined not only by nationality but also by the rich cultural blend of tradition, collectivism, and rapid modernisation.

In the GCC, nationality diversity is naturally an edge. With such a high representation of different nationalities in our workforce, nationality itself acts as an enabler. But our DEI agenda goes far beyond that. Our approach is to respect local values while integrating global best practices.

For example, we focus on creating platforms for cross-cultural collaboration that leverage the strengths of more than 60 nationalities represented in our workforce. We also adapt our programmes to emphasise family, community, and shared responsibility — values that resonate strongly in this region. This allows us to strengthen inclusion without compromising cultural authenticity.

The next level for us is to shift the conversation from diversity alone to inclusion — ensuring that everyone can co-exist in an ecosystem where their uniqueness is amplified, valued, and leveraged as an advantage. By focusing on inclusion, we can create an environment where cultural authenticity and global best practices reinforce one another.

What specific initiatives has Henkel IMEA implemented to advance gender equity in the GCC, and what broader lessons can organisations draw from these efforts?

Gender equity has long been a central pillar of Henkel IMEA’s DEI agenda. In the GCC, we have launched mentoring and sponsorship programs to accelerate female talent development in all functions. We were also early adopters of smart work and flexible models, helping women balance responsibilities without slowing career growth.

We also arranged leadership roundtables where female leaders engage directly with senior management. Importantly, Henkel has extended the duration of maternity leaves and introduced paternity leaves in our policy framework, ensuring both mothers and fathers can fully enjoy the “moments that matter.”

One of the key lessons we’ve learned is that advancing gender equity requires both structural enablers (like flexible policies) and cultural enablers (role models, storytelling, and visible leadership commitment). When both are present, progress is both tangible and sustainable.

How can HR leaders balance localisation mandates like Saudisation and Emiratisation with global standards to build sustainable talent pipelines in the GCC?

Localisation is a clear national priority across the GCC. We work to balance national mandates with global standards by focusing on capability building, long-term employability, and career growth opportunities.

We partner with universities and local talent pools to not only meet quotas but to develop future-ready leaders. We combine this with our global learning frameworks, ensuring localised talent is also equipped with international exposure and best practices.

This dual approach creates a sustainable pipeline of talent that meets national mandates while strengthening our global competitiveness. Our emphasis is always on competence.

In the GCC, we have the advantage of a strong educational system combined with increasing opportunities for young talent. When you merge that with professionals who are deeply familiar with the local culture and dynamics, localisation becomes an opportunity and an enabler instead of a constraint.