Nestlé Middle East nearly doubles women in management

Gender balance at Nestlé Middle East shuns quotas in favor of a system that hones talents and creates favorable conditions to ensure employees have equal opportunities to evolve their careers.
Updated 06 March 2019
Follow

Nestlé Middle East nearly doubles women in management

The number of women in management at Nestlé Middle East has risen to 30 percent from 16 percent back in 2011. The company said it is committed to enhance gender balance at all its offices around the region, through annual increases in the percentage of women managers and senior leaders. 

“This year, we are focusing further on some pillars that we believe will accelerate our journey, starting with talent acquisition where we are actively working to find female talents for roles that aren’t usually occupied by women such as at our factories, or in sales,” said Yves Manghardt, Nestlé Middle East chairman and CEO, in comments celebrating International Women’s Day, which falls on March 8. 

“We are also strengthening our succession and career plans to ensure we have prepared the female talents for future senior roles,” he added. “I am also proud to announce that we are launching the Next Generation Women Leadership Program that incorporates mentorship and coaching to equip female talents below 30 with the right mindset and support to grow in their careers.”

Long-standing policies at Nestlé Middle East already include flexible working arrangements and guaranteed access to breastfeeding rooms during working hours in all offices and sites, including factories.

Policies also facilitate opportunities for employees who plan to deliver abroad to work from any Nestlé office within the region or remote access for one month for both the father and the mother prior to maternity/paternity leave.

They also promote clear alignment with managers to ensure transparency and reintegration into job tasks once a person returns to work from maternity leave, with several women already receiving promotions prior to going on maternity leave. 

“Gender balance at Nestlé Middle East, one of the key pillars in the company’s diversity and inclusion initiatives, shuns quotas in favor of a system that hones talents and creates favorable conditions to ensure employees of all ages have equal opportunities to evolve their careers within the company,” a statement said.

“Let’s remind ourselves that diversity and inclusion go beyond gender, covering personality, age, skill set, world views, special needs to name a few, and also covers circumstantial situations and challenges in life. We always strive to be intentionally inclusive so we are not unintentionally exclusive,” said Manghardt. 

Nestlé Middle East’s heritage goes back over 80 years to 1934 when the first import operation was set up in Lebanon. Today, Nestlé Middle East owns and operates 18 factories and provides direct employment to more than 13,000 employees.


New energy vehicles drive next phase of mobility in Saudi Arabia

Updated 06 February 2026
Follow

New energy vehicles drive next phase of mobility in Saudi Arabia

Saudi Arabia stands at a defining moment in its mobility transformation. Under Vision 2030, the Kingdom is accelerating its transition toward cleaner, smarter and more connected transport systems.
New energy vehicles are at the center of this shift, offering a pathway to a more sustainable automotive ecosystem. Yet while consumer interest is rising rapidly, converting intent into everyday adoption will depend on how effectively the wider mobility system evolves alongside electric vehicles.
Recent nationwide research by Al-Futtaim highlights the strength of this momentum. More than 70 percent of Saudi residents surveyed are already familiar with NEVs, while nearly eight in 10 say they would consider purchasing one as their next vehicle. Most notably, 80 percent expect to buy an electric vehicle within the next three years, signaling that the transition is moving from aspiration to reality.
Despite this optimism, important barriers remain. Range anxiety continues to be the most frequently cited concern, alongside high purchase prices and long charging times. Practical considerations dominate purchasing decisions, with affordability and access to charging infrastructure outweighing environmental motivations. These findings underline a pressing reality: consumers will embrace NEVs at scale only when electric mobility feels as convenient, reliable and accessible as conventional driving.
For industry leaders, this represents both an opportunity and a responsibility. Jerome Saigot, managing director of Al-Futtaim BYD KSA, said: “Saudi Arabia is building the foundations for a future-ready mobility system under Vision 2030. The opportunity now is to connect the dots, bringing together vehicles, charging infrastructure, consumer education and service capability to unlock confident, large-scale adoption of new energy vehicles.”
Charging networks therefore play a central role in supporting adoption, but they are not the only requirement. NEV uptake is closely linked to how cities are planned, how people commute and how transport systems connect.
Emerging mobility models also point to a more connected future. High levels of openness to mobility-as-a-service, autonomous vehicles and shared transport indicate that Saudi consumers are receptive to innovation. However, these technologies will succeed only if they are embedded within systems that link vehicles, infrastructure, data and urban design.
Successful electric mobility ecosystems need to be built around coordinated rather than isolated initiatives. Electric vehicles perform best when supported by reliable charging, smart traffic management, efficient public transport and well-designed urban environments. In this context, NEVs benefit directly from parallel investment in rail, bus networks, digital platforms and active mobility infrastructure.
Encouragingly, public confidence in Saudi Arabia’s long-term mobility vision remains strong. More than 85 percent of respondents surveyed by Al-Futtaim believe the Kingdom is on track to lead in future mobility. Consumers also clearly identify priorities for continued progress, including expanding charging infrastructure, improving mass transportation and strengthening regulatory frameworks.
For policymakers, investors and industry players, the message is clear. The next phase of mobility transformation must focus on alignment: aligning infrastructure with consumer expectations, aligning innovation with everyday needs, and aligning public and private investment around shared outcomes.
Saudi Arabia’s mobility transition is no longer a distant ambition. It is unfolding now, shaped by confident consumers, ambitious institutions and accelerating technological change. By building connected systems that place people at their center, the Kingdom can ensure that electric mobility becomes a lasting part of its sustainable future.
To explore these insights and recommendations in more detail, download The Future of Mobility in Saudi Arabia.