Reimagining wellbeing in the GCC: insights from CIPD members in Bahrain, the UAE and Saudi Arabia
New insights from CIPD members across the GCC show how organisations can strengthen their approach to workplace wellbeing.
New insights from CIPD members across the GCC show how organisations can strengthen their approach to workplace wellbeing.
The CIPD has brought together people professionals from across the Gulf Cooperation Council (GCC) in a series of thought leadership events focused on workplace wellbeing. These sessions, held in Bahrain, the United Arab Emirates and Saudi Arabia, gave members the chance to share experiences, reflect on organisational practice and discuss the evolving expectations of employees across the region.
As part of these sessions, we collected survey responses from CIPD members. The findings offer a useful indication of how wellbeing is currently approached in different GCC markets. They highlight areas where organisations appear to be making progress, as well as aspects that may benefit from further attention.
Across all three countries, the responses suggest that wellbeing strategies are still emerging. Only a minority of organisations report having a standalone wellbeing strategy, with most indicating that they have partial plans or a collection of initiatives rather than a fully developed framework.
This pattern is not unusual. Many organisations begin by introducing individual activities, such as health campaigns or flexible working, before formalising a more structured approach. The findings point to a growing awareness of wellbeing, but also to an opportunity for organisations to bring greater coherence and clarity to their efforts.
When asked what would make wellbeing feel more strategic, respondents across all three countries pointed most frequently to leadership accountability. This suggests that visible and sustained leadership commitment is seen as a key enabler of progress.
Leadership prioritisation appears to vary across the region. Some respondents, particularly in Saudi Arabia, indicate that wellbeing is gaining traction at senior levels, while others — especially in Bahrain — suggest that it is not yet consistently positioned as a leadership priority.
These insights indicate that strengthening leadership ownership may be one of the most impactful steps organisations can take to embed wellbeing more effectively.
Line managers appear to play a central role in shaping the day‑to‑day experience of wellbeing. Across the three countries, many respondents describe manager support as mixed. This may reflect the wide range of responsibilities managers hold, as well as varying levels of confidence or capability in supporting wellbeing.
The findings point to an opportunity for organisations to give managers clearer expectations, practical tools and targeted development to help them support their teams more consistently.
Respondents highlight several factors that may be influencing the pace of wellbeing development. These include:
These barriers are not unexpected and reflect the broader organisational and cultural context in which wellbeing is being developed. They also suggest areas where organisations may wish to focus their efforts over time.
While physical health appears to be well supported across the region, the findings indicate that emotional and financial wellbeing may receive less attention. This aligns with global trends, where organisations are increasingly recognising the importance of addressing a wider range of wellbeing needs.
The responses suggest that expanding support in these areas could help organisations adopt a more holistic and balanced approach.
Mental health support appears to be an area of ongoing development across the GCC. Many respondents say that support is still largely reactive, although there are signs of more proactive or blended approaches emerging, particularly in Saudi Arabia.
A notable proportion of respondents across all three countries report that their organisations don’t yet offer formal mental health support. This suggests that mental health remains an area where further investment and capability building could have significant impact.
Respondents identify several groups that may benefit from more targeted support, including:
These insights point to opportunities for organisations to ensure that wellbeing support is inclusive and responsive to the diverse needs of their workforce.
Drawing on the insights from our members across Bahrain, the UAE and Saudi Arabia, several areas appear to offer the greatest potential for strengthening wellbeing practice.
Building on existing initiatives by setting clearer priorities and measures.
Encouraging leaders to play a more active and consistent role in championing wellbeing.
Helping managers feel more confident and capable in supporting their teams.
Reflecting the full spectrum of employee needs.
Introducing early‑intervention approaches alongside existing reactive support.
Ensuring that support is accessible and relevant to all.
Using communication, role‑modelling and lived experience to encourage constructive conversations about wellbeing.
The insights shared by our members across the three GCC locations suggest a region that’s steadily building its wellbeing capability. While there’s still work to do, there’s also clear engagement, interest and momentum.
With continued focus, collaboration and leadership commitment, organisations across the GCC have significant potential to create workplaces where people feel supported, valued and able to contribute at their best.
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