Air Arabia, EDGE Group, Apparel Group and Etihad Water and Electricity among the winners recognised for excellence in workplace happiness as the EHA 2026 celebrates its fourth UAE edition. The Employee Happiness Awards (EHA) UAE 2026, organised by Eventyst Global, concluded its fourth and largest UAE edition yet on 23 October at JW Marriott Marquis Dubai. More than 300 guests, including business and HR leaders, finalists, independent jury members and partners, gathered to celebrate achievements in employee well-being, development and workplace culture. The awards received more than 300 submissions across 29 company and individual categories, with over 140 company finalists. Entries were assessed by 38 independent jury members on their rationale, execution and demonstrated impact, with winners selected independently of the organiser. The evening celebrated some of the region’s prominent organisations for their commitment to workplace excellence, with Gold recognitions awarded to Air Arabia for Best Use of Technology to Drive Learning Initiatives; EDGE Group for Best Use of Technology & AI in HR; Apparel Group for Best Internship Program; Etihad Water and Electricity for Best Company to Work For – Large; and Knowledge and Human Development Authority for Best Flexible Working Program. Dubai Holding Community Management received Gold for Best L&D Strategy. Omair Ibrahim, Executive Director, Human Capital and Corporate Services, said: “Being recognized across four categories at the Employee Happiness Awards 2026 is a proud milestone for Dubai Holding Community Management. This achievement reflects our commitment to fostering a workplace where employees feel valued, empowered, and inspired to grow. We believe that investing in our people is fundamental to building a high-performing, future-ready organization.” Berkeley Services UAE was awarded Gold for Best Community Impact Initiative, recognising its work on inclusion and sustainability through 14 CSR programmes. Karl-Heinz Otto Mair, CEO, Berkeley Services, said: “We are proud to receive this recognition at the EHA UAE 2026. As a people centric business, our people are at the heart of everything we do, and their well-being remains a priority. Operating in the built environment, we touch lives every day, and through our teams, strategic partnerships and community initiatives, we strive to create a positive and lasting impact on the people and communities we serve.” Emirates Islamic received Gold for Excellence in Emiratization. Farida Mohammed Rafi, Chief Human Resources Officer (CHRO), Emirates Islamic said, “Emirates Islamic is delighted to receive these recognitions at the Employee Happiness Awards UAE 2026. Our achievements across the Emiratisation and Leadership Succession categories reflect our continued commitment to fostering a people-first culture at the bank.” Reflecting on the success of this year’s edition, Jatin Deepchandani, CEO of Eventyst Global, said: “The overwhelming participation and remarkable initiatives showcased at this year’s Employee Happiness Awards reflect a growing commitment among organisations to putting people at the heart of their success. What makes this recognition truly meaningful is the dedication, innovation and measurable impact behind each initiative. As EHA continues to grow across borders, our vision remains to celebrate these achievements, inspire meaningful conversations and bring together a global community committed to building happier, more inclusive and future-ready workplaces.” Launched in the UAE in 2023, EHA now spans Saudi Arabia, Singapore and Malaysia alongside the UAE. Reflecting the message “Celebrating People Across Borders”, the platform held its inaugural Singapore and Malaysia edition in 2026, with its second Saudi Arabia edition underway. About Eventyst Global Eventyst Global is a Dubai-based events and media company creating awards, conferences and editorial platforms that connect industries and communities. Its Employee Happiness Awards recognises organisations and individuals committed to people-first workplaces.

Berkeley Services has secured Gold for Best Community Impact Initiative of the Year at the Employee Happiness Awards 2026, recognising its commitment to workforce wellbeing, community engagement and responsible business practices across the UAE. Berkeley Services has been awarded Gold in the Best Community Impact Initiative of the Year category at the Employee Happiness Awards (EHA) 2026, recognising its efforts to support employee wellbeing, community engagement and responsible business practices across the UAE. The recognition highlights the integrated facilities management company's approach to creating a positive impact beyond its core services, with employee welfare and community participation forming an important part of its organisational priorities. With a workforce of more than 10,000 employees supporting clients across the country, Berkeley Services has developed initiatives aimed at improving workplace wellbeing, encouraging social responsibility and strengthening connections with the communities it serves. Putting Employee Wellbeing at the Centre Berkeley Services follows a structured 12-month corporate social responsibility (CSR) calendar, designed to encourage employees to participate in initiatives addressing social, environmental and wellbeing priorities. The programme includes regular health screenings and wellbeing activities across staff accommodation facilities, helping extend employee support beyond conventional workplace settings. These efforts place particular emphasis on frontline employees, who play an essential role in maintaining buildings and supporting the daily operations of facilities across the UAE. By incorporating health and wellbeing initiatives into its wider employee engagement activities, Berkeley aims to promote a more supportive working environment while encouraging participation in community-focused programmes. Strengthening Community and Environmental Engagement Alongside its employee wellbeing activities, Berkeley Services has developed initiatives intended to encourage environmental responsibility and community participation. Its partnership with the Emirates Environmental Group (EEG) supports environmental awareness and collective action. The company also seeks to align its business practices with the principles of the United Nations Global Compact (UNGC), reflecting its commitment to responsible operations. Through these activities, Berkeley connects employee engagement with wider social and environmental objectives. The approach recognises that workplace wellbeing can extend beyond individual benefits to include opportunities for employees to contribute to meaningful community initiatives. Recognition for Sustainability and Responsible Practices Berkeley Services has also received recognition for its environmental, social and governance (ESG) performance during 2026. The company earned an EcoVadis Silver Medal, ranking in the 91st percentile globally and among the top 15% of assessed companies, according to its announcement. It also achieved the highest maturity level under the Dubai Chamber of Commerce ESG Label 2026. These recognitions highlight Berkeley's reported progress in incorporating responsible business practices into its operations. Together with its Employee Happiness Awards achievement, they reflect the company's efforts to connect workforce wellbeing, sustainability and community engagement. Leadership Highlights Collective Responsibility Commenting on the Gold award, Karl-Heinz Otto Mair, CEO of Berkeley Services and CEO International of Klüh Multiservices, emphasised the importance of people and community impact in the company's approach to business. "At Berkeley, we believe that the true measure of our success lies not only in the services we deliver, but also in the difference we make to people's lives. Our people are at the heart of our business, and our responsibility extends to the communities we serve and the environments we help shape every day," he said. Mair also acknowledged the collective contribution of employees, clients and strategic partners in supporting the company's initiatives. He reaffirmed Berkeley's commitment to combining employee care, responsible practices and operational excellence. Building a People-Centred Workplace Culture Established in the UAE in 1984, Berkeley Services operates across all seven emirates and provides integrated facilities management, technical maintenance, soft services, landscaping, laundry, security and technology-enabled solutions. The company is part of Klüh Multiservices, an international group with a 115-year heritage. Berkeley's Gold recognition at the Employee Happiness Awards 2026 highlights the importance of connecting employee wellbeing with wider organisational responsibility. For businesses employing large frontline workforces, initiatives involving accessible health support, community participation and environmental awareness can form an important part of building a more inclusive and engaged workplace culture. The award recognises Berkeley's continued efforts to place employees and communities at the centre of its business practices.

Malaysia is developing a basic salary framework starting at RM2,500 per month for graduates and semi-skilled workers, with guidelines targeted for June 2027. The initiative aims to align wages more closely with qualifications, occupational categories and professional skills. Image Courtesy: Magnific Malaysia's Ministry of Human Resources (KESUMA) is finalising a new basic salary framework starting at RM2,500 per month for graduates and semi-skilled workers, with publication and implementation of the guidelines targeted for June 2027. The proposed framework forms part of the country's Budget 2027 measures and aims to improve the relationship between employees' wages, academic qualifications and professional skills. The initiative is intended to provide employers with clearer starting salary benchmarks while recognising the education and capabilities of workers entering or progressing through the labour market. Salary Guidelines Based on Qualifications and Skills The proposed framework will use the Malaysian Standard Classification of Occupations (MASCO) to determine salary guidelines according to job categories, academic qualifications and skill levels. Human Resources Minister Datuk Seri R. Ramanan outlined the initiative during a press conference in Putrajaya on October 16, 2026. Under the proposed approach, starting salary guidelines for graduates will initially cover MASCO occupational categories 1 to 3. Guidelines for semi-skilled workers will follow a skills-based structure, extending to MASCO category 8. The framework aims to establish a more consistent reference for employers when determining starting salaries across different occupations. KESUMA also intends to update salary information using data from the Department of Statistics Malaysia through the e-MASCO portal. Recognising the Value of Education and Training The ministry has emphasised that wages should better reflect the qualifications and responsibilities associated with different roles. Ramanan highlighted the financial and personal investment that graduates make in acquiring education and professional skills. The proposed framework seeks to address situations in which starting salaries may not adequately reflect those qualifications. By linking salary benchmarks to occupational classifications, the government intends to provide greater clarity for both employers and employees. The approach also supports wider discussions about skills recognition, career development and fair compensation. Legislative Changes Under Consideration KESUMA is planning amendments to the National Wages Consultative Council Act 2011, also known as Act 732. The proposed amendments would allow minimum wages to be established according to educational qualifications. Under the existing legislation, there is no specific provision enabling a mandatory minimum salary based on graduate qualifications. As a result, the RM2,500 framework will initially be introduced through salary guidelines, with legislative changes required before a qualification-based minimum can become mandatory. The government is targeting June 2027 for publication and implementation of the guidelines, but the timing of any legally binding RM2,500 requirement will depend on the legislative process. National Minimum Wage to Rise to RM2,000 The proposed graduate salary framework comes alongside Malaysia's planned increase in the national minimum wage. Under Budget 2027, the government has announced an increase from RM1,700 to RM2,000 per month, effective June 2027. The change is expected to benefit more than four million workers. Micro, small and medium-sized enterprises with annual sales below RM50 million are expected to receive an exemption to allow time for business adjustments. Unlike the proposed RM2,500 qualification-based framework, the RM2,000 national minimum wage has been announced as a separate measure with a specified implementation date. New System to Monitor Wage Payments KESUMA is also developing an e-Wages module to improve oversight of salary payments and compliance with employment regulations. The system is intended to help monitor whether employees receive their wages on time and in accordance with agreed employment terms. The ministry has indicated that the mechanism could cover payments such as basic salaries, allowances, incentives and bonuses. It is also considering extending the monitoring approach to non-citizen employees. The initiative aims to reduce delayed payments, unpaid wages and other salary-related compliance issues. What the Changes Mean for Employers For employers, the proposed framework could introduce clearer expectations around starting salaries for graduates and semi-skilled workers. HR departments may need to review job classifications, salary structures and recruitment policies as the government releases further details. Organisations will also need to distinguish between the proposed RM2,500 salary guidelines and the separate RM2,000 national minimum wage. The final requirements will depend on the published guidelines and any subsequent legislative amendments. As Malaysia prepares for the June 2027 changes, the proposed framework represents an effort to create a wage structure that better recognises qualifications, skills and professional responsibilities. Sources: Human Resources Online; Malaysia Ministry of Human Resources (KESUMA); Bernama; Malaysia Budget 2027

Singapore will introduce changes to its work pass application process from October 29, 2026, including automated passport information, simplified application forms and updated document submission requirements to reduce administrative work for employers and applicants. Image Courtesy: Magnific Singapore is set to introduce changes to its work pass application process from October 29, 2026, with improvements designed to simplify data entry and supporting document submissions. The Ministry of Manpower (MOM) is updating its digital application procedures to reduce repetitive administrative tasks and improve the experience for employers, employment agents and foreign workers. The changes include automatically populated passport information for eligible applicants, reorganised application forms and clearer requirements for uploading travel documents. Passport Details to Be Filled Automatically One of the main improvements involves the automatic population of applicant information already available in MOM's records. For existing Foreign Identification Number (FIN) holders whose valid passport information has previously been uploaded, relevant details will be pre-filled in the application system. This is intended to reduce the need for employers and employment agents to enter the same information repeatedly. MOM also plans to extend automated data extraction to applicants without existing records, allowing passport details to be captured directly from uploaded documents. However, this broader functionality is a planned enhancement and should not be assumed to be available for every application from October 29. Simplified Application Forms The work pass application form will also be reorganised to make the submission process easier to navigate. The changes are intended to improve usability and reduce unnecessary complexity when entering applicant information. For HR departments managing multiple foreign employee applications, the improvements could help streamline routine administrative processes. Employers will nevertheless remain responsible for ensuring that submitted information is accurate and that applicants meet the relevant work pass requirements. Updated Passport Upload Requirements MOM has also clarified the supporting documents required when submitting travel information. Applicants will generally need to upload only the biodata page of their passport or travel document. Amendment or observation pages will be required only when they contain changes affecting the details shown on the biodata page. Each page must be saved as a separate image file in an accepted format, including JPG, PNG or PDF. Uploaded documents must be correctly oriented in landscape format, with the biodata page submitted before any additional pages. Following these requirements is important because incorrectly formatted documents may lead to processing delays. What Employers and HR Teams Should Know The updates are particularly relevant to organisations hiring international employees and employment agents handling work pass applications. HR professionals should review their internal application procedures and ensure that staff responsible for submissions understand the revised requirements. Where applicant details are automatically populated, they should still be checked against the candidate's current passport. Recruitment teams should also ensure that travel documents are complete, legible and submitted in the required format. The procedural changes do not remove existing work pass eligibility requirements or guarantee faster approval. Supporting More Efficient International Hiring Singapore's latest updates reflect its continued efforts to improve the administration of employment-related services. By reducing repetitive data entry and clarifying document requirements, the changes are intended to make work pass submissions more convenient. For employers, the benefits may include fewer manual steps and a more straightforward application experience. For foreign professionals, the improvements could help reduce avoidable documentation errors during the hiring process. As the October 29 implementation date approaches, employers and employment agents should familiarise themselves with the updated procedures to ensure a smooth transition. Sources: Singapore Ministry of Manpower; Fragomen; Travel and Tour World

The UAE has strengthened its position in the 2026 Global Pension Index, raising its overall score to 70.0 and securing A grades for pension adequacy and integrity. The improvement highlights progress in retirement security, social protection and long-term financial wellbeing. Image Courtesy: Magnific The UAE has recorded a significant improvement in the 2026 Marsh CFA Institute Global Pension Index, with its overall score increasing from 64.9 in 2025 to 70.0 in 2026. The improvement has elevated the country's pension system from a C+ to a B grade, reflecting progress in retirement income protection, governance and the broader framework supporting financial security after employment. The results, announced in October 2026, also show that the UAE achieved A grades in two important categories: pension adequacy and integrity. For employees, the findings highlight the growing importance of retirement security as part of long-term financial wellbeing. Stronger Performance in Pension Adequacy and Integrity The Global Pension Index, published by Marsh and CFA Institute, evaluates retirement income systems across three primary dimensions: adequacy, sustainability and integrity. Adequacy examines the benefits available to retirees and the extent to which pension arrangements support retirement income. Sustainability considers whether retirement systems can continue meeting their financial commitments over the long term. Integrity assesses governance, regulation and the protections provided to pension members. In the 2026 assessment, the UAE's adequacy score increased from 79.4 to 84.9, while its integrity score rose from 75.5 to 80.8. These improvements contributed to the country's higher overall rating and reflect progress in retirement benefits and pension governance. Pension Reforms Support Retirement Security The General Pension and Social Security Authority (GPSSA) highlighted the results as an important international benchmark for evaluating the UAE's retirement income system. According to the authority, maintaining pension sustainability remains a national priority, with particular emphasis on protecting the rights of insured members and pensioners while preparing for future generations. The UAE has introduced several legislative and administrative developments in recent years to strengthen its pension framework. Among these is Federal Decree-Law No. 57 of 2023 concerning Pension and Social Security, which forms part of the country's ongoing pension reform efforts. These developments have been accompanied by improvements in digital services and initiatives designed to encourage financial awareness and early retirement planning. Financial Literacy Becomes a Workplace Wellbeing Priority Beyond pension legislation, GPSSA has expanded initiatives that help UAE nationals understand their financial responsibilities and prepare for retirement. The authority's Wafra programme promotes financial literacy, while its Balanced Step programme provides financial guidance. Pension Advisory Services offer additional support, helping eligible individuals better understand retirement-related decisions. GPSSA's Ma'ashi digital platform also provides access to pension services, supporting more convenient interactions with the authority. These initiatives recognise that retirement readiness depends not only on pension entitlements but also on informed financial decisions throughout an individual's working life. For employers, the findings reinforce the relevance of financial wellbeing as part of employee support and long-term workforce planning. Clear information about pension contributions, retirement entitlements and available guidance can help eligible employees make better-informed financial decisions. UAE Among Countries Improving Pension Performance The 2026 Global Pension Index assessed 55 retirement income systems worldwide, covering approximately 66% of the global population. The UAE was among five systems whose overall pension grades improved during the year, alongside Australia, Oman, Panama and China. The findings come as retirement systems worldwide face growing pressure from demographic changes, including longer life expectancy and declining birth rates. These trends are increasing the importance of pension arrangements that balance adequate retirement benefits with long-term financial sustainability. Strengthening Financial Security for Future Generations GPSSA has confirmed that it will continue reviewing the Index's findings and recommendations in coordination with relevant government entities. The authority intends to use these insights to further develop pension services, improve the social security framework and strengthen long-term sustainability. The UAE's improved assessment represents progress in its retirement protection framework, while also highlighting the need for continued planning and reform. As financial wellbeing becomes an increasingly important part of the employee experience, effective pension systems and accessible retirement guidance can contribute to greater financial confidence throughout working life and beyond. Sources: Emirates 24|7 / WAM; Marsh CFA Institute Global Pension Index 2026; General Pension and Social Security Authority (GPSSA)

Why do employees abandon AI tools even after successful training? A customer care team's experience reveals that workplace AI adoption depends less on executive endorsement and more on trust, peer learning and employees' confidence in their own judgement. Image Courtesy: Preethy Suresh What a stalled rollout in one customer care team taught me about how adoption actually spreads I've been working with an e-commerce company whose customer care team used to start every morning the same way. Someone would spend the best part of every morning copying emails into a spreadsheet by hand. Replies went out in the order emails arrived, so an anxious customer could be left waiting behind a routine shipping question. We fixed the triage and brought in AI to draft replies, and the team was trained on it. The first draft we reviewed together covered roughly 90% of what the customer had asked. It was a textbook Enhance use case: AI does the groundwork, and a person checks it and adds the human touch. Weeks later, nothing had changed. Turns out the team had tried the drafts a few times. One draft left out a line promising to remake the product at no additional cost, and only a reviewer caught it before it went out. A couple of others failed to generate at all. That was all it took. Everyone went back to the way they had worked for years. If you've rolled out AI and watched usage flatline, this will sound familiar. The usual fix is more training and another reminder email, and it misses what is really going on. The team wasn't resisting. They were protecting themselves. Leadership looked at those drafts and saw a tool that was right nine times out of ten. The team saw the tenth email, the one with their name at the bottom, going to a customer who had just made an order. From where they sat, going back to the old way made complete sense. The old way had never embarrassed them in front of a customer. This gap in perspective shows up almost everywhere. A 2026 Great Place to Work survey of 4,000 employees found that 83% of executives think their organisation communicates clearly about AI, yet only 37% of frontline workers agree. Leaders tend to assume that once the tool works and the training has happened, adoption will follow. Your team is asking something else entirely: is it safe for me to rely on this? No slide deck can answer that…. But a colleague can. What turned it around One team member had started getting the hang of the drafts and was saving real time, so we asked her to show her colleagues exactly how she worked, on real customer emails: how she checked each draft against what the customer had asked, what she kept and what she changed. Seeing her work did more than the formal training ever had. Her colleagues could see what they had been doing differently, and they saw it from someone with the same customers, the same pressures and the same name at the bottom of the email. Trust spread from there, and today the whole team is comfortable using AI for this task. The pattern isn't unique to one company. In BCG research on AI adoption, 69% of employees ranked learning from peers among their top three ways to build AI skills. That sample was software developers, so treat it as a strong signal rather than a universal rule. People rarely trust a tool because their leader endorses it. They trust it because someone like them is already using it and hasn't been caught out. Three things you can do this week Find the person who is already making it work. Ask each manager a single question: who on your team is saving real time with AI? Look past the loudest enthusiast. You want the person colleagues already go to when they're stuck, because it's their credibility that transfers. Swap the demo for a screen-share. Give that person 30 minutes with their peers and their own real work, not a polished example. Ask them to show where they don't trust the AI as well as where they do, because hearing about the misses is what makes the wins believable. If you can, stay out of the room, so people ask the questions they would never ask in front of you. Let the team decide what the AI touches. Sit down with them and list the tasks that make up their week. Sort them together into Automate (the machine handles it), Enhance (AI drafts, a person decides) and Elevate (the human relationship is the point), then ask them to mark where a human check is non-negotiable. They know exactly where a wrong answer costs you a customer, and asking tells them their judgement still matters. The best AI training your company will ever run is already sitting at someone's desk.

Aramex has partnered with the United Nations World Food Programme to launch a global employee initiative, enabling teams across the Middle East, Africa and Asia to support vulnerable communities through the ShareTheMeal platform. Image Courtesy: Aramex Global logistics and transportation company Aramex has partnered with the United Nations World Food Programme (WFP) to introduce an employee-led humanitarian initiative aimed at supporting vulnerable communities and addressing food insecurity. Announced in Dubai on October 15, 2026, the partnership enables Aramex employees across its international network to contribute meals through WFP's ShareTheMeal digital fundraising platform. The initiative brings employee participation and corporate support together, encouraging teams to contribute to a shared humanitarian cause while strengthening the company's commitment to social responsibility. Connecting Employees Through a Shared Purpose At the centre of the partnership is a global employee engagement programme that allows Aramex personnel to make direct contributions through ShareTheMeal. Employees can participate by scanning a QR code and selecting one of three regional campaigns: Fight Hunger with Aramex Middle East, Fight Hunger with Aramex Africa or Fight Hunger with Aramex Asia. The regional approach provides employees across different locations with a common opportunity to support communities facing food insecurity. Alongside individual contributions, Aramex has committed to making a corporate donation to extend the initiative's humanitarian reach. By combining employee involvement with organisational support, the programme creates an opportunity for staff to participate directly in the company's wider community engagement efforts. Leadership Emphasises Collective Responsibility Amadou Diallo, Group Chief Executive Officer of Aramex, highlighted the importance of using the company's international presence to support communities. "Our global presence gives us both the opportunity and the responsibility to contribute to the communities around us," Diallo said. He explained that the partnership provides employees with a direct way to help people in need while contributing to an issue requiring collective action. Diallo also acknowledged the enthusiasm shown by employees across Aramex's regions, describing their participation as a reflection of the organisation's shared values. The company's additional financial contribution is intended to reinforce employee efforts and expand the support provided through the initiative. Strengthening Humanitarian Partnerships The collaboration combines Aramex's international employee network with WFP's humanitarian expertise. Bashar Al Hammami, Head of UAE Global Office at WFP, welcomed the partnership and highlighted the role businesses can play in supporting humanitarian efforts. "Partnerships like this show how the private sector can help drive humanitarian impact at scale," he said. The partnership was also formally recognised at a ceremony attended by representatives of both organisations, reinforcing their shared commitment to supporting vulnerable communities. Employee Engagement Beyond the Workplace For Aramex, the initiative reflects an approach to employee engagement that extends beyond everyday workplace responsibilities. By giving employees an accessible way to participate in humanitarian action, the company is connecting its corporate citizenship priorities with individual involvement. Such programmes can provide opportunities for employees across different regions and functions to contribute towards a common social objective. Aramex operates in more than 600 cities across 70 countries and employs over 16,000 professionals, providing an extensive international network through which the initiative can encourage participation. The partnership demonstrates how organisations can create structured opportunities for employees to engage in community-focused activities while reinforcing shared values. Through ShareTheMeal, Aramex and WFP aim to turn individual contributions into collective support for people facing hunger, highlighting the role employee participation can play in broader humanitarian initiatives. Source: Aramex, Aramex and World Food Programme Partner to Fight Hunger Through Global Employee Initiative, Official Press Release

Infobip has appointed Mirta Pađen Lee as Vice President of People as the company advances its AI-first transformation, placing people strategy, leadership and organisational development at the centre of its next growth phase. Image Courtesy: Infobip Global cloud communications company Infobip has appointed Mirta Pađen Lee as Vice President of People, marking an important leadership development as the organisation advances its AI-first transformation. The appointment places renewed attention on the role of human resources in supporting technological change, strengthening organisational capabilities and preparing employees for evolving business requirements. As artificial intelligence becomes increasingly integrated into business operations, people leaders are taking on a broader role in connecting workforce development with organisational strategy. Aligning People Strategy With AI Transformation Lee's appointment comes as Infobip continues its transition towards an AI-first operating model. The transformation highlights the need to align technological innovation with the skills, leadership capabilities and organisational practices required to support it. For HR functions, such transitions involve more than introducing new tools. They also require attention to employee readiness, communication, professional development and the ways teams collaborate. The Vice President of People role is positioned within this broader organisational shift, connecting people-related priorities with the company's evolving strategic direction. The Growing Role of HR in Organisational Change AI-led transformation is changing how businesses approach workforce planning and employee development. As organisations adopt new technologies, HR leaders play an increasingly important role in helping employees navigate changing responsibilities and expectations. Clear communication, accessible learning opportunities and supportive leadership can contribute to smoother transitions and greater confidence among employees. The appointment also reflects the strategic importance of people leadership within technology-driven organisations, where business growth depends on both digital capabilities and the employees responsible for applying them. Supporting Employees Through Change For companies pursuing AI-first strategies, maintaining employee engagement alongside operational transformation remains an important consideration. Employees need clarity about how new technologies may influence their work, which skills will become more important and what support is available as roles evolve. An effective people strategy can help organisations address these questions while encouraging adaptability and continuous learning. Infobip's appointment of Lee brings attention to these priorities as the company moves forward with its transformation. The development illustrates a wider workplace trend in which HR leadership is becoming increasingly connected to business innovation, workforce preparedness and long-term organisational resilience. Source: People Matters Middle East

A Saudi appeals court has upheld a ruling cancelling salary deductions imposed on a visually impaired employee, highlighting the importance of accessible attendance systems and fair workplace policies. Image Courtesy: Magnific A Saudi Arabian administrative appeals court has upheld a ruling overturning salary deductions imposed on a visually impaired employee who was unable to register his attendance through a fingerprint-based system. The decision highlights the importance of workplace accessibility and ensuring that administrative procedures account for employees' individual circumstances. According to reports citing Saudi Arabia's Board of Grievances, the Administrative Court of Appeal in Madinah upheld an earlier judgment issued by the Administrative Court of Madinah, finding that the employer's decision to deduct the employee's salary was not justified. Attendance System Creates Accessibility Challenge The dispute arose after the employee faced salary deductions for failing to record his attendance through a fingerprint-scanning device. The employee challenged the decision, explaining that his visual impairment made it difficult to repeatedly reach the location of the attendance scanner. Despite not using the biometric system, he maintained that he regularly attended work and fulfilled his assigned responsibilities. The case also revealed that the employer had previously accepted the employee's explanation and granted him an exemption from fingerprint-based attendance registration because of his disability. His direct supervisor subsequently confirmed that he had been attending work regularly. These circumstances became central to the court's assessment of whether the salary deductions were justified. Court Distinguishes Attendance From System Compliance After reviewing the evidence, the court determined that failure to use the fingerprint system did not establish that the employee had been absent or negligent in performing his duties. The previously approved exemption and the supervisor's confirmation of regular attendance supported the employee's position. The court found that the employer's decision was flawed in its reasoning and ordered its cancellation. The Administrative Court of Appeal later upheld that judgment, reinforcing the distinction between actual workplace attendance and compliance with a particular attendance-recording procedure. What the Ruling Means for Workplace Inclusion The case draws attention to the practical challenges that employees with disabilities may encounter when workplace systems are designed without sufficient accessibility considerations. Digital and biometric attendance tools can support organisational efficiency, but employers also need processes that accommodate employees who cannot use standard systems easily. For human resources teams, the ruling offers an important reminder that attendance policies should be implemented consistently while recognising approved individual arrangements. It also demonstrates the importance of maintaining accurate records of exemptions and ensuring that supervisors' assessments of employee attendance are considered when disputes arise. Building Fairer Employee Experiences Accessible workplace procedures are an important part of creating an inclusive employee experience. When organisations provide reasonable alternatives to standard processes, those arrangements need to be reflected in day-to-day administrative decisions. The Saudi court's ruling illustrates how an employee's actual performance and attendance can be distinguished from technical compliance with a particular system. For employers, the wider lesson is the value of aligning workplace technology, accessibility arrangements and fair decision-making to ensure that administrative procedures support rather than disadvantage employees with disabilities. Sources: People Matters Middle East; Saudi Board of Grievances reporting, as cited by People Matters; Okaz/Saudi Gazette

Malaysia's Budget 2027 outlines plans to develop 200,000 AI-skilled individuals, train and certify 5,000 AI professionals, and support 4,000 MSMEs in adopting artificial intelligence and automation. Image Courtesy: Magnific Malaysia is placing artificial intelligence skills at the centre of its future workforce agenda, with Budget 2027 setting a target of developing 200,000 AI-skilled individuals. The initiative forms part of a broader effort to prepare employees and businesses for an economy increasingly shaped by artificial intelligence, automation and digital technologies. Alongside the wider workforce target, Malaysia plans to provide training and certification for 5,000 AI professionals and support 4,000 micro, small and medium enterprises (MSMEs) in adopting AI and automation. Together, these measures signal a focus on building both the talent and business capabilities needed to make AI part of everyday work. Building AI Skills Across the Workforce As artificial intelligence becomes more integrated into business operations, employees across different industries are encountering new opportunities to work with digital tools. Malaysia's target of 200,000 AI-skilled individuals reflects the growing importance of preparing workers to understand and apply these technologies. AI literacy can help employees navigate changing workplace requirements, whether they are using automated systems, analysing information or collaborating with AI-enabled tools. The initiative also highlights the value of continuous learning as organisations adapt their processes and introduce new technologies. For employees, access to relevant training can support professional development and create pathways into emerging technology-related roles. Developing Specialised AI Professionals Beyond general AI skills, the budget outlines training and certification for 5,000 AI professionals. This specialised focus is significant because organisations adopting AI need professionals who can support its implementation, integration and responsible use. Structured training and certification can provide a clearer pathway for individuals seeking to develop technical expertise. It can also help employers identify workers with the skills needed to support more advanced AI projects. The distinction between broad AI literacy and specialist qualifications is an important part of workforce planning, allowing employees to develop capabilities appropriate to different roles. Helping Smaller Businesses Adopt AI Malaysia's plans also extend to 4,000 MSMEs, which are targeted for support in adopting AI and automation. For smaller businesses, these technologies offer opportunities to improve administrative processes, manage information and make routine operations more efficient. Successful adoption, however, also depends on employees having the knowledge and confidence to use new systems effectively. By combining business adoption with workforce development, Malaysia's approach recognises the connection between technology investment and employee readiness. Preparing for the Future of Work The Budget 2027 targets underline the growing role of national skills initiatives in shaping workforce development. For employers, the focus on AI capabilities reinforces the importance of training strategies that evolve alongside technology. For employees, it highlights the value of developing transferable digital skills while remaining open to new ways of working. As Malaysia works towards its AI workforce ambitions, the impact will depend on how training opportunities translate into practical skills, recognised qualifications and meaningful workplace adoption. The broader message is clear: preparing for an AI-enabled economy involves investing not only in technology, but also in the people expected to use it. Sources: Malaysia Budget 2027

The UAE shares the highest position with India in Edelman's 2026 workplace trust findings, recording 88% employee confidence and a comparatively positive experience of organisational transformation. Image Courtesy: Magnific What makes employees feel confident about their workplace, particularly when organisations are introducing new technologies, evolving their strategies and reshaping the way people work? For employees in the UAE, trust appears to be a defining strength. According to findings from the 2026 Edelman Trust Barometer's workplace research, the UAE recorded an 88% employee trust level, placing it joint first globally alongside India among the markets surveyed. The result stands above the reported global average of 74%, highlighting the confidence employees place in their organisations and the environments in which they work. The research covered more than 10,000 employees across 10 major markets, examining workplace trust and experiences of organisational change. Trust Remains Strong During Transformation One of the report's most notable findings concerns the pace of workplace transformation in the UAE. Around 92% of UAE employees experienced at least one major organisational change during the previous 12 months, compared with a global average of 76%. These changes included artificial intelligence integration, reported by 53% of respondents, strategic and organisational changes at 47%, and shifts in corporate culture at 45%. Despite the high level of transformation, the UAE recorded a comparatively low share of employees reporting negative experiences. Only 12% of UAE respondents reported negative experiences of organisational transformation, compared with 25% in Germany, 23% in Canada and 18% in Japan. The findings suggest that organisational change and employee confidence can develop together when workplaces provide the right environment for adaptation. What Builds Employee Confidence? The report identifies leadership communication, professional development and employee empowerment as important contributors to workplace trust. Open conversations between leaders and employees can help teams understand why changes are taking place and how new systems will influence their roles. Continuous learning is another important consideration, particularly as artificial intelligence becomes more integrated into everyday business operations. Providing opportunities to develop relevant skills can help employees participate more confidently in technological and organisational transformation. The research also highlights the value of flexibility, transparency and a supportive workplace culture in building lasting relationships between employers and their teams. How Other Markets Compare The UAE and India jointly recorded the highest employee trust levels at 88%, followed by South Africa at 84%. Brazil and China each recorded 79%, while the United States stood at 78%. Canada and the United Kingdom recorded 73%, Germany 71%, and Japan 53%. The comparison places the UAE among the strongest-performing workplace environments within the survey's international sample. A Leadership Lesson Beyond the Rankings For employers, the findings offer an important perspective on managing change. Introducing new technologies and business practices is only one part of transformation. Helping employees understand those changes, develop their capabilities and feel included in the process is equally valuable. The UAE's performance illustrates how workplace trust can remain strong alongside rapid organisational development. As businesses continue exploring AI, new operating models and evolving employee expectations, the findings reinforce a clear message: successful workplace transformation is as much about people and leadership as it is about technology. Sources: Emirates 24|7, October 8, 2026; Edelman Trust Barometer 2026, workplace trust findings

Saudi Arabia has introduced measures allowing eligible skilled foreign workers to bring family members while employment visa procedures are being completed, supporting a smoother relocation experience and improved quality of life. Image Courtesy: Magnific Starting a new job in another country often means planning more than a career move. For professionals relocating with families, the timing of visas, travel arrangements and residence permits can be just as important as the employment opportunity itself. Saudi Arabia has introduced new measures to make family relocation easier for eligible skilled foreign workers, allowing qualifying family members to enter the Kingdom while the employee's work visa procedures are being completed. Announced on October 6, 2026, the initiative aims to improve the quality of life for expatriate residents and support a more convenient transition into employment and family life in Saudi Arabia. Who Can Benefit? According to the Ministry of Interior, eligible skilled foreign workers may bring their spouses, sons under the age of 25 and unmarried daughters to Saudi Arabia. The new arrangement allows entry visas for qualifying family members to be issued alongside the completion of the worker's employment visa, provided all applicable requirements are satisfied. Once family members arrive in the Kingdom, they can complete the necessary procedures to obtain residence permits under existing laws and regulations. The initiative has been coordinated by the Ministry of Interior, Ministry of Foreign Affairs and Ministry of Human Resources and Social Development. Making International Relocation More Convenient For professionals considering opportunities abroad, family arrangements can play an important role in employment decisions. The ability to coordinate family entry with employment visa processing offers a more integrated approach to relocation planning, helping eligible workers organise their move with greater clarity. It also provides employers with an additional consideration when supporting international recruitment and onboarding. Human resources teams assisting incoming professionals can help by communicating eligibility requirements, explaining the documentation process and coordinating with authorised immigration channels. A Broader Focus on Employee Experience The announcement reflects the growing importance of employee wellbeing beyond the workplace. For international professionals, a positive employment experience can include access to suitable housing, family support, education and a clear pathway through administrative procedures. By facilitating eligible family entry during the employment visa process, Saudi Arabia is taking another step towards making relocation more accessible for skilled workers and their families. The measure also highlights how immigration procedures and workforce policies can work together to support the Kingdom's evolving labour market. For employees planning their next career move, the development offers an opportunity to approach relocation with family considerations more closely aligned with professional plans. Sources: Arab News, October 6, 2026; Saudi Press Agency; Saudi Ministry of Interior