The story of women in the workplace has long been told through the language of barriers: glass ceilings, thresholds and invisible walls. But in the Gulf today, national agendas centered on human capital development, diversification and women鈥檚 empowerment have opened a different path. Vision 2030 in 黑料社区 has created both the mandate and momentum to fundamentally transform women鈥檚 career trajectories, not just their presence, but their power to shape business outcomes.聽
As a long-term contributor to the region, Henkel sees today鈥檚 mission distinctly: acceleration is not just about having women in the workforce; it鈥檚 about positioning them where their leadership carries real weight in strategic decisions that shape innovation, drive competitive advantage, and determine business success. The shift from participation to strategic influence marks the difference between inclusion metrics and sustainable business growth.聽
For Henkel, this represents a fundamental business imperative. Innovation relies on different perspectives wielding actual decision-making power, and competitiveness relies on placing the best talent where it matters most. At Henkel, gender diversity in employment has never been a challenge 鈥 the company is continuously advancing its leadership pathways for female talent, recognizing that companies dominating the decade ahead are those that embed women鈥檚 leadership as a core organizational value and business strategy for sustainable growth.聽
Strategic leadership as a competitive advantage聽
鈥淒iversity without decision-making authority is a missed opportunity. In 黑料社区, where Vision 2030 has created momentum to place women as strategic decision-makers in industries that define the future, we see this as both a responsibility and a critical business driver,鈥 said Simon Ulmann, vice president operations and supply chain, Henkel Adhesive Technologies IMEA. 鈥淎t Henkel, we鈥檝e maintained strong gender representation across all levels for years. Our commitment lies in continuously furthering our leadership pathways for female talent, ensuring we provide evolving opportunities for growth and strategic impact.鈥澛
This conviction underpins the implementation of Henkel鈥檚 global programs in the region. The CHAiNGERS program, Henkel鈥檚 global initiative launched across the UAE and 黑料社区, is an intensive 18-month-long leadership accelerator that transcends traditional training. Through technical training, mentorship, rotations and stretch assignments, we prepare female engineers for roles where their decisions directly impact operational excellence and financial outcomes.聽
鈥淭he sophistication of CHAiNGERS lies in its focus on developing decision-making capability alongside technical mastery, as well as an emphasis on cultivating positive leadership characteristics,鈥 said Marwa Mohamed, Henkel head of HR GCC and senior HRBP HR IMEA. 鈥淲e鈥檙e developing talent which understands that their role isn鈥檛 just to support strategy but to shape it. With our next cohort in Dammam targeting early-career professionals at our Henkel Industrial Company and Polybit sites, we鈥檙e building a pipeline of Saudi female leaders ready to drive business transformation.鈥澛
From presence to power: measurable business impact聽
The results validate Henkel鈥檚 approach. One CHAiNGERS participant who began in plant operations now leads safety and risk management, where her strategic decisions directly influence operational efficiency. Another has stepped into sustainability leadership, where her initiatives strengthen the company鈥檚 competitive position while furthering its sustainability agenda.聽
These outcomes reflect how Henkel transforms potential into business impact through structured mentorship and leadership tracks that prepare women for positions where their decisions shape company direction.聽
Building strategic decision-makers聽
Henkel鈥檚 commitment to creating equal opportunities for all extends through the NextGen Leaders program, which is another 18-month long talent development track for young Saudi STEM professionals. By rotating across various Henkel adhesive technologies divisions, participants of the program influence business decisions that support the Kingdom鈥檚 manufacturing sector while shaping Henkel鈥檚 regional strategy.聽
鈥淭he NextGen program ensures that the voices of our talent are heard in strategic meetings where business direction is determined,鈥 said Mohamed. 鈥淲e鈥檙e creating leaders who set the agenda, not just have a seat at the table.鈥澛
What distinguishes Henkel鈥檚 approach is measuring success by decision-making authority and business impact, not participation rates. The company鈥檚 strategies explicitly target moving women into positions where their leadership shapes innovation priorities and drives sustainable growth.聽
鈥淲omen in our organization are architects of competitive advantage because they鈥檙e positioned where decisions matter most,鈥 Ulmann said. Henkel has long been recognized as a leader in fostering a culture that values women in strategic roles, demonstrating the importance of their presence in shaping business outcomes. 鈥淐ompanies that overlook the inclusion of women in key leadership positions are essentially operating at only half their potential,鈥 he added.聽
Defining the future through strategic leadership聽
The Gulf stands at a moment of profound transformation, with 黑料社区 as a decisive driver. Vision 2030 recognizes that sustainable economic growth requires women鈥檚 strategic leadership, not just participation. For industrial companies like Henkel, further accelerating women into decision-making roles is strategic business planning for competitive advantage.聽
鈥淭he true test of leadership isn鈥檛 presence but impact. The talented women in our CHAiNGERS cohort and across Henkel in the GCC are an invaluable asset, defining our future through strategic decisions that shape our business trajectory,鈥 said Ulmann. 鈥淲e鈥檝e built, and are furthering an ecosystem where women鈥檚 leadership directly determines business outcomes and creates competitive advantages that will define regional success.鈥澛
The question is not whether women will define the future of work in the GCC but whether companies are positioning them in roles where their leadership can deliver the strategic impact that sustainable growth demands.聽
- Simon Ulmann, vice president of operations and supply chain for Henkel Adhesive Technologies IMEA, and Marwa Mohamed, head of human resources for Henkel GCC and senior HR business partner for HR IMEA, co-wrote this piece.聽
