Over the past decade, Saudi Arabia and the United Arab Emirates have pursued ambitious reforms to reshape their domestic labour markets. These efforts aim to reduce reliance on expatriate labour, unlock the full potential of national talent and cultivate a new generation of local leaders.
Central to this agenda is a growing recognition that nationalisation cannot succeed without gender inclusion, ensuring that women are not only entering the workforce but are also advancing and leading within it. Women’s workforce participation is now increasingly viewed as an economic requirement rather than a social aspiration.
Initially, nationalisation programmes such as Saudi Arabia’s ‘Nitaqat’ and the UAE’s ‘Nafis’ focused on meeting national employment quotas. Over time, these initiatives have become more sophisticated, aiming not only to meet a target, but also to direct national talent into priority sectors such as technology, energy and the sciences in support of ambitious diversification drives. Recent policy updates in both countries indicate a deliberate shift away from volume-driven localisation towards job quality, skills alignment, and long-term retention.
As of 2025, more than 150,000 Emiratis were employed in the UAE private sector, driven by expanded mandates and incentives under the Nafis programme. Emirati women account for approximately 70 percent of Emiratis working in the private sector. In Saudi Arabia, over 2.3 million citizens are now employed at commercial enterprises, with Vision 2030 employment targets linked to productivity and sectoral capability rather than localisation ratios alone. Notably, Saudi women now comprise over a third of the labour force, up from 17 percent in 2017, reflecting sustained reform momentum.
Regional governments increasingly recognise that nationalisation and female workforce participation are intertwined, with progress in one dependent on progress in the other. Professional services firms have played a critical role in advancing both agendas. This includes strategic advisory on labour market reform, digital and leadership upskilling, and the creation of more inclusive workplace cultures.
In the UAE, PwC launched the Watani Graduate Programme, designed to equip Emirati graduates with technical and leadership skills needed to succeed in consulting and finance. In Saudi Arabia, PwC launched the Hemam initiative, supporting organisations such as NEOM, and Red Sea Global to develop young Saudi talent through mentorship, digital training and exposure to client projects. These initiatives reflect a broader trend towards pairing nationalisation requirements with inhouse training and development schemes.
The firm has also invested in initiatives such as the opening of its Assurance Delivery Centre in Al Ain, led by Emirati women. While such programmes contribute to localisation objectives, long-term impact depends on progression into decision-making roles and sustained leadership representation.
"Diversity is not a side initiative, it is a strategic advantage," said Hani Ashkar, PwC Middle East Territory Senior Partner. "When women and nationals lead within our organisations, we unlock new perspectives, deeper engagement with our communities, and more sustainable long-term growth."
Other private-sector actors have also played a significant role in advancing nationalisation and gender inclusion. ADNOC, through its gender balance strategy and technical training schemes, has set a target of 30 percent female representation in middle and senior management by 2028.
In the UAE banking sector, Emirates NBD’s Ruwad Graduate Leadership Programme, and its commitment to 25 percent female representation in leadership roles by 2027, demonstrates a structured approach to developing Emirati talent. Last year, stc group was recognised at the Human Capability Initiative 2025 for its nationalisation programme, highlighting its success in training and upskilling Saudi talent.
The economic rationale for gender inclusion is well-established. According to McKinsey, companies with higher female representation in leadership are 25 percent more likely to outperform peers in profitability. Similarly, research by the Credit Suisse Research Institute found that large companies with at least one woman on the board achieved an average net income growth of 14 percent over six years, compared to 10 percent for those with no female board representation.
As Saudi Arabia and the UAE approach the midpoint of their respective national visions, the effectiveness of nationalisation programmes will be judged increasingly by outcomes rather than participation figures alone. The next phase of reform will be measured by who remains in the workforce, who progresses into leadership roles and who builds long-term careers in the private sector. Nationalisation strategies that successfully address these issues will play a vital role in shaping the region’s labour markets and economic resilience.