Attracting, developing, and retaining talented workers – both Saudi and foreign – is perhaps the key sticking point to Saudi Arabia achieving its ambitious transformation targets. Thus far this has involved both ‘carrot’ and ‘stick’ initiatives, ranging from tax incentives and specialised training programs on one side, to mandatory ‘Saudization’ programs specifying the percentage of local workers that companies need to employ on the other.
Skill capabilities have been identified by the Ministry of Investment as the biggest gap that still exists in the country, with a 2023 report from the Prince Mohammad Bin Fahd University stating that “The Saudi labour market is currently experiencing a wide skill gap.”
There are significant plans in place to address this. “Our goal is to attract and retain the finest Saudi and foreign minds, and provide them with all they need,” states the Vision 2030 plan. “Their presence in the Kingdom will contribute to economic development and attract additional foreign investment.” It also adds that “We will seek to improve living and working conditions for non-Saudis, by extending their ability to own real estate in certain areas, improving the quality of life, permitting the establishment of more private schools and adopting an effective and simple system for issuing visas and residencies.”
The struggle for talent is particularly keenly felt in the highly specialised world of healthcare and the life sciences, where there is already a global shortage of doctors and nurses, and where leading figures and up-and comers in industry and research are not short of enticing offers from more established hubs in the US, Asia, and Europe.
Here, we take a look at some of the key quotes from our interviewees on this burning topic.
Scientists & Doctors: Bringing in the Best
Professor Khaled Al-Kattan, dean of Alfaisal University’s College of Medicine highlights why more top-level international healthcare professionals are choosing to relocate to Saudi Arabia than ever before.
“Most countries now recognize that real wealth lies in human capital and its capabilities. This is always a challenge, especially in education, where attracting talented individuals who can both teach and mentor is crucial. In the medical field, for instance, the primary challenge was attracting international faculty to come to the university. However, we have successfully attracted faculty from all over the world with top qualifications and extensive experience in education and research.
“One significant factor that helped us overcome this obstacle is the social transformation in Saudi Arabia. People now have a better understanding of Saudi as a good place to live, with a warm social environment and advanced systems in utilities, healthcare, and education. Another key development is the introduction of the permanent golden residency, which has attracted many international faculty members. This residency offers scientists and innovators priority status, and several of our faculty members have benefited from this program.”
Creating a “Talent Powerhouse”
Felipe Borges dos Reis, general manager for Eli Lilly’s Saudi Arabia regional headquarters, is enthused by the quality of his staff and has ambitious plans in place to transform the affiliate into a “talent powerhouse” for the global group and for the country.
“A significant objective is to transform our affiliate into a talent powerhouse by investing in the development and growth of our team. My goal is for Saudi Arabia to be globally recognized as a source of talent, with individuals being developed locally and assuming higher positions both within and outside the country. In two to three years, I hope to celebrate having cultivated a strong pool of skilled professionals contributing not only to our affiliate’s success but also to the broader healthcare sector in Saudi Arabia. This transformation will be a testament to our commitment to building a sustainable talent ecosystem and driving growth in the pharmaceutical industry.”
Sourcing Tech Talent
Founded in 2016, the groundbreaking healthtech start-up Aumet has set out to digitize the procurement cycle within the pharmaceutical sector with its AI-enabled business-to-business healthcare platform. However, as co-founder Mohamed Mazen Batterjee explains, sourcing talent for this type of venture in Saudi has not been easy.
“Finding talent, especially in the tech space, presented a significant challenge given our entry into a new market without a pre-existing talent pool. Our approach focused not only on technical qualifications but also on cultural fit and attitude. We sought individuals who demonstrated a strong alignment with our company culture and vision, recognizing that tech companies require belief, dedication, and the willingness to work hard. While technical skills were important, we prioritized candidates who displayed a genuine enthusiasm for our mission and a willingness to contribute to our growth journey.”
International Collaboration Vital
Dr Ahmad Hersi of King Saud University Medical City (KSUMC), a prominent hospital group and Saudi Arabia’s oldest and largest academic medical centre, explains how KSUMC’s longstanding international collaborations bolster local talent development.
“Saudi Arabia has invested significantly in talent, producing well-trained physicians and healthcare workers. Many of our consultants and doctors are graduates from Canada, the US, and Europe, bringing back valuable experience to implement here.
“This approach significantly facilitates the transition process as it alleviates the need for substantial investment in capacity building, given that we already have a pool of well-trained professionals at our disposal. KSUMC has sent doctors overseas for training since the 1970s. Those who trained me were trained in Canada, which has been instrumental in shaping our training programmes here. While we can always use more doctors, we are fortunate to possess a critical mass of highly skilled Saudi physicians who are adept at caring for our population and mentoring the next generation of healthcare professionals. This solid foundation of a well-trained medical professional equips us to navigate the ongoing transformation with confidence and efficacy.”
Ensuring The Right Cultural Fit
Ronald Boueri, regional managing director for the Middle East, Türkiye & Africa at medtech player Olympus Medical Systems, has overseen a significant influx of new talent into his affiliate in recent years. He notes that this process requires careful consideration…
“Recruiting the right talent is paramount for us, and it is a process that I personally invest significant time and effort into, regardless of the position we are recruiting for. Most of the time I use referrals and networking to ensure we find individuals who not only possess the necessary skills but also align with our organizational values and culture. Our values and cultural dynamics in the region play a crucial role in this selection process, as we aim to create an environment where every employee can thrive and contribute to our collective success.
“Retaining talent is equally important, especially in a region characterized by a transient expatriate population. We focus on fostering a culture of fairness and trust, providing an environment where employees feel valued and motivated to stay and grow with us. However, talent acquisition in the region comes with its challenges, as the pool of skilled professionals can be limited in some regions, particularly for specialized roles in our industry. Despite this, we remain committed not to compromise on talent quality, even if it means a longer recruitment process.
Additionally, diversity is a cornerstone of our workforce, with employees representing over 26 nationalities, enriching our organization with varied perspectives and experiences. As we continue our transformation journey, attracting and retaining top talent remains a fundamental aspect of our success, alongside efforts towards diversity and inclusion.”
‘No Lack of Talent’ for R&D
Dr Walid Abbas Zaher of Saudi clinical trial Site Management Organisation (SMO) Carexso assesses the current availability of local skills in the clinical research field
“Most of our employees in Saudi Arabia, as well as in other countries where we operate, are locals. We are committed to training these individuals, helping them advance in their careers, and eventually becoming leaders who can mentor others. This “train the trainer” approach is central to our mission. As a Saudi myself, I can confidently say there is no lack of talent here. Many fresh graduates are now eager to enter the R&D field, which is a relatively new trend. Historically, graduates with pharmacy backgrounds would work in pharmacies, and medical graduates would work in hospitals. Now, more are choosing to pursue R&D, which is a significant positive shift.
“Local companies play a crucial role in this transformation. Ten years ago, there were very few local companies involved in R&D, but now, thanks to government initiatives, they are flourishing. These companies hire and train local talent, contributing to the growth of the R&D ecosystem. While there is still a gap in local skills, it has significantly decreased over the past few decades. When I transitioned from clinical practice to R&D in the 1990s, I was one of the few in the entire country doing so. Today, many are choosing R&D as a full-time career or alongside their clinical practice.”
Striking The Balance Between Local and Foreign Talent
CDMO Lifera was established in 2023 to address key priorities outlined in the National Biotech Strategy of Saudi Arabia, focusing on improving biopharma resilience and enabling the development of biologics, vaccines, cell and gene therapies, and other advanced medical therapeutics. However, especially for a state-owned firm like Lifera, striking the balance between bringing in foreign expertise and promoting local talent is not without challenges, as Chairman Ibrahim Aljuffali explains.
“The cornerstone of our success lies in talent acquisition and development. Establishing a robust biomanufacturing and biotechnology ecosystem requires more than just infrastructure; it demands a skilled workforce. Recognizing this, Lifera has set out to train and nurture local talent, aiming to onboard 300 to 400 individuals in specialized areas such as biomanufacturing and genomics. Our partnerships with international entities in vaccine and insulin manufacturing will play a pivotal role in this talent development initiative. Additionally, our collaboration with Centogene to establish Lifera Omics underscores our commitment to building local capacity in genomics.
“While international expertise is valuable, we understand the importance of developing indigenous talent aligned with the government’s objective of fostering a skilled workforce in Saudi Arabia. Therefore, our efforts are geared towards striking a balance between leveraging international expertise and nurturing local talent, ensuring sustainable growth and innovation in the biopharmaceutical sector.”
Empowering Women
Saudi Arabia has made admirable strides in terms of female empowerment in recent years but still has a road to travel on this front. For its part, GSK – led by VP Farrukh Rehan in Saudi Arabia – is pushing for a greater role for women in its workforce.
“Our focus extends beyond manufacturing to the development of Saudi talent, particularly empowering women in the workforce. We have implemented various programs aimed at nurturing Saudi pharmacists and engineers, fostering their leadership skills, and providing opportunities for advancement. Notably, our organisation has witnessed an impressive transformation in women’s leadership roles, with Saudi women comprising 30 percent of our commercial arm. This progress is further exemplified by the fact that in 2023, half of our new hires were women. Our commitment to women’s empowerment extends beyond mere gestures, with tangible initiatives such as mentorship programs and flexible maternity leave policies aimed at ensuring their professional growth and success.”
Taking Lessons from other Countries and Industries
SPIMACO Chairman Ahmed Aljedai casts his eye over some of the lessons that Saudi biopharma can take from countries like South Korea, and from other technology-based industries.
Talent acquisition is a crucial component of our long-term strategy. We’re fortunate to have a pool of talented young Saudis who have received education and training from top universities worldwide. We aim to harness their skills and expertise, along with attracting talent from expatriates who bring valuable experience from leading pharmaceutical companies. Collaboration with industry experts is essential for knowledge exchange and skill development. Take South Korea, for instance, which transformed into a renowned biotechnology manufacturing hub by learning from others and investing in talent. Similarly, in alignment with Saudi Arabia’s Vision 2030 and biotechnology strategy, we’re committed to investing in talent development and acquiring the necessary expertise to excel in biotechnology. While it will require significant investment in terms of finances, time, and effort, we’re confident in our ability to achieve our vision, considering the remarkable strides Saudi Arabia has made in other industries like electric vehicle manufacturing and aerospace engineering.
