Understanding the perspectives of Emirati women of Sharjah on the emirate’s private sector

Foreword

The United Arab Emirates (UAE) continues to drive remarkable growth in homegrown talent across its private sector, with the number of Emiratis employed reaching 190,000 by July 2026.¹ Women are playing a leading role in this shift across sectors. For private-sector employers, it presents a clear opportunity to leverage the skills, perspectives and expertise of Emirati women as a driver of productivity, innovation and long-term national growth.

In Sharjah’s private sector, the opportunity is matched by a distinct challenge. With the public sector continuing to hold strong appeal in the emirate, private-sector employers in Sharjah must ask whether they are creating workplaces where Emirati women can see a long-term future. What more can they do to strengthen engagement, develop national talent and improve job satisfaction? And how can they better retain and advance Emirati women in ways that support both individual ambition and business performance?

This is a subject close to the heart of NAMA Women Advancement Establishment, our partner in this report and an organisation committed to increasing women’s participation in Sharjah’s workforce and entrepreneurship ecosystem.² To better understand the lived experiences, expectations and ambitions of Emirati women, PwC Middle East and NAMA engaged with 691 women who live, work or are seeking employment in Sharjah’s private sector to take a holistic, data-driven look at what truly supports them to build meaningful, enduring careers.

The timing of this conversation is significant. As the UAE marks 2026 as the Year of Family, there is a renewed focus on strengthening the conditions that enable Emirati women to thrive. For private-sector employers in Sharjah, this means looking more closely at how workplace policies can support Emirati women to build sustainable long-term careers. Flexibility, a balance between professional and caregiving responsibilities and clear return-to-work pathways are, therefore, critical levers for engagement and career continuity, contributing to the UAE’s vision of family stability and social wellbeing.³

This is where private-sector employers in Sharjah can make a meaningful difference. To retain and advance Emirati talent, they need employee value propositions that reflect what Emirati women say they value most: flexibility, family support, clear progression pathways, purposeful development and workplaces where they can see a future.

At PwC Middle East, we are on this journey. We are working to create environments where Emirati women can build rewarding careers This includes “returnship” (return-to-work) programmes, targeted leadership development, partner-level accountability for gender diversity, and comprehensive flexible working policies. This commitment was recognised last year when Strategy& Middle East (part of the PwC network) was awarded the UAE’s ‘Parent-Friendly Label’. ⁴

While government initiatives in the UAE continue to play an important enabling role in Emiratisation, the responsibility for creating appealing, sustainable workplaces ultimately lies with employers themselves. The large share of Emirati women in the private sector represents a powerful pipeline for future leadership. Realising this potential will require commitment and a willingness to rethink how workplaces are designed around the needs and ambitions of national talent.

About the report

As Emirati women build careers across Sharjah’s private sector, the opportunity for employers increasingly extends beyond recruitment. Attracting national talent remains important, but sustainable participation also depends on whether women have the working environment, development opportunities, flexibility and support they need to stay and progress.

Research from NAMA Women Advancement, developed in partnership with PwC Middle East, explores these priorities from Emirati women’s perspectives. It draws on a survey of 691 Emirati women who live, work or are seeking private-sector employment in Sharjah, supported by focus groups and stakeholder discussions.

The report examines what shapes Emirati women’s employment choices and career experiences, from attraction and early career development to progression and long-term retention.

For employers, HR leaders and other stakeholders, it provides insight into where workplace experiences may not yet match expectations. It also sets out seven priority interventions spanning meaningful roles, career and compensation structures, flexibility, key life stages, development and mentorship, leadership accountability and retention.

Key findings

Three overarching insights emerge from our findings: