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We often think of workplace happiness as something that can be built through policies, programmes, or perks. But the truth is, most people don’t remember those. They remember moments. | Written by Riya Malhotra A manager who helped them find clarity when things felt overwhelming. A team that stepped in without hesitation when something personal came up. A conversation that turned a setback into a chance to improve. These moments are easy to overlook because they don’t feel extraordinary at the time. They’re quiet. They’re everyday. And yet, they are often the clearest signals of what a workplace truly feels like. Because culture is not experienced in statements. It is experienced in interactions. What people say. How they respond. Over time, these choices shape something much larger. It is built, moment by moment, in the way people show up for each other. And more often than not, those are the things that stay. We don’t always remember the work. We remember how work made us feel. That is what we define as ‘happiness.’

LinkedIn and Walmart both made cuts in May 2026 despite strong business performance, exposing a corporate workforce pattern that HR leaders can no longer treat as isolated news. | Written by Tripti Mehta The platform built for professional networking is now asking its own people to network their way to new jobs. LinkedIn, a subsidiary of Microsoft, announced on May 13, 2026 that it is cutting approximately 5% of its global workforce, around 900 positions, as part of an organisational restructuring aimed at redirecting resources toward faster-growing business areas. Revenue grew 12% year over year in the most recent quarter, making this a rare case of performance-era job cuts. Teams across the Global Business Organisation, marketing, engineering, and product divisions are among those affected. Sources told Reuters the layoffs are not about AI replacing jobs, a notable departure from the dominant 2026 narrative in which most large tech employers have cited AI investment as their explicit rationale. More than 103,000 tech workers have lost their jobs globally in 2026 so far, even as Amazon, Microsoft, Alphabet, and Meta collectively commit roughly $725 billion to AI infrastructure. Walmart cut or relocated roughly 1,000 corporate workers in May 2026 as it consolidated global technology and product teams, while continuing to hire aggressively on the sales floor and in fulfillment centres. The contrast is pointed: back-office efficiency is being pursued at the same time that frontline bodies remain in demand, creating two very different workforce experiences within the same organisation. For HR leaders, the throughline is clear: whether the stated reason is efficiency, growth reallocation, or AI transition, restructuring lands the same way for affected employees. Source: Reuters, The HR Digest, Layoffs.fyi, Wall Street Journal

Managers shape more than performance; they shape emotional climate. In her second column for Employee Happiness Daily, Dr. Louise Lambert explores how emotional contagion influences team behaviour, decision-making, and psychological safety, and why the way leaders show up matters more than they realise. | Written by Dr. Louise Lambert Most managers believe they are paid to manage performance. Targets, delivery, quality, timelines. And they are. But there is something else they manage, whether they like it or not: emotional tone, the background feelings people carry into meetings. It’s how it feels to ask a question, raise a concern, or admit a mistake. It’s the emotional “weather” of the team, and it’s shaped less by processes and more by the person people watch the most: you, the manager. Your emotional state becomes part of the working conditions for others. Emotions are contagious, especially from leaders Emotional contagion is well established. Humans automatically and unconsciously pick up on the emotions of others through facial expressions, tone of voice, posture, pace of speech, and even silence. We mirror one another without trying to. In teams, emotional contagion flows most strongly from those with more power. That means leaders. That means you. If you come into a meeting tense, impatient, irritated, or distracted, people feel it before you say a word. If you are calm, focused, curious, or composed under pressure, that spreads too. Your emotional state becomes part of the working conditions for others. Why emotional tone matters more than you think We regularly underestimate the impact of our emotional tone because it is hard to see, yet it influences performance directly. When teams feel tense or on edge, members narrow their thinking, become more cautious, speak less freely, and focus on self-protection. When teams feel calm and psychologically safe, people share ideas, ask questions earlier, admit uncertainty, and recover faster from mistakes. Emotional climates change how people think, decide, and act. Still, many managers are surprised to hear it. They often say, “But I didn’t raise my voice,” or “I didn’t criticize anyone,” or “I didn’t say anything negative.” And they are telling the truth. However, it’s the smaller clues that give them away. The sharper tone, despite saying something nice, the sigh, the irritated push of the chair, the multitasking while someone is speaking all say something else. And we could all pick up on it, even you, if only it wasn’t you. It’s not terrible, and it’s not a sign of poor leadership either. It’s that while you are having your own internal experience, i.e. deadlines, hunger, lack of sleep, one more meeting to be preoccupied with since you haven’t prepared for it yet, your team is having another experience: you. Awareness and regulation are all it takes To bring those two experiences in line, you can bring greater awareness to what you are feeling, understand how it might be affecting others, and choose how to show up rather than reacting automatically or assuming it doesn’t show. Stress and other emotions like it can spread quickly. Under pressure, leaders often move faster, speak more sharply, interrupt more, and focus narrowly on outcomes. And when they do, teams become vigilant. People watch for mistakes, avoid risk, and spend more energy managing impressions than doing the work itself. Over time, this leads to fatigue, errors, and disengagement, even when people care deeply about their work. Ironically, unmanaged stress in leaders often reduces the very performance they are trying to protect. What managing emotional tone looks like in practice Managing emotional tone is not about shutting down your emotions or pretending you feel nothing. It’s about slowing down enough to notice what you are feeling and how you want your team to feel so they can work at their best. They need stability and calm, which means you need to get to the same place to be able to give it to them. Here are three practical examples. 1. Slow yourself down before you try to speed others up. When pressure rises, many managers try to go even faster. They speak more quickly, cut conversations short, and push for answers. Before you do that, pause. Literally. Take one breath before responding in a meeting and let silence hang in the air before replying to a difficult comment. This small pause lowers your emotional intensity and, by default, the intensity in the room. Even if it’s not tense, others might be, and as people follow your pace, this can help them slow down as well. 2. Name the pressure without dramatizing it. You do not need to hide stress, but you could benefit from reframing it. For example, notice the difference between, “This is a huge mess and we are so behind,” and “This is a demanding week, I know, and we need to stay focused.” Both acknowledge reality, but one triggers threat, anxiety, and defensiveness, while the other invites effort, compassion, and empathy. Your language shapes how pressure is interpreted and how people ultimately act as a result. 3. Separate urgency from emotion. Urgency is sometimes real, but being emotionally reactive is a habit or, for some, a choice. You can be clear, firm, and decisive without sounding agitated or frustrated. In fact, teams respond better to calm clarity than to emotional intensity, even when timelines are tight. In this way, they learn to pace their own emotions. A few common misunderstandings 1. Stress mistaken for commitment. Some managers believe visible stress shows dedication. In reality, it more often communicates emotional instability and escalation. This is a holdover from outdated work cultures where strain equated to value, despite evidence linking chronic stress to poorer judgment, lower performance, and burnout. 2. Calm mistaken for lack of drive. Some managers worry that regulating their emotional tone makes them seem less ambitious or demanding. In practice, it makes them more predictable and easier to work with, which improves coordination and outcomes. While a small minority may need pressure, keep that for private, targeted conversations. 3. Positive emotions are underestimated as performance tools. Emotional contagion applies just as strongly to positive states. Humour, genuine appreciation, and moments of lightness spread quickly and raise cognitive flexibility, motivation, and cooperation. When energy is low, a well-timed meme, GIF, or joke can shift momentum faster than any pep talk. This month, make emotional tone part of what you manage by pausing a second or two before responding, softening your tone, and naming challenges calmly. You might just find that your own stress drops first, and everyone else’s can soon follow suit. See you next month for more actions you can implement for a better work life. Like what you read? Contact us to learn how you might bring Dr. Louise to your organisation to share these behaviours on a larger scale.

| Written by Riya Malhotra Singapore’s workforce is rapidly adapting to change, but hiring systems are struggling to keep pace, according to new research from Indeed. The findings highlight a growing disconnect between employee priorities and employer assumptions. While 59% of employees cite salary, stability, and work-life balance as critical when evaluating roles, employers significantly underestimate these factors, placing them below 30%. Entry-level roles are emerging as the most vulnerable to disruption, with nearly half of both employees and employers anticipating significant change in the coming decade. At the same time, hiring challenges persist: 30% of employers report difficulty finding skilled talent, while more than half say attracting and retaining Gen Z remains a key concern. Despite this, employees are proactively adapting. Many are building hybrid skillsets that combine digital capabilities with human strengths, while redefining stability to include continuous learning and future readiness. The findings also point to a shift towards skills-first hiring and a growing emphasis on wellbeing-led workplace cultures. However, hiring frameworks still anchored in rigid job structures risk falling behind, even as workforce expectations continue to evolve. Source: HRM Asia

| Written by Riya Malhotra Artificial intelligence is rapidly becoming embedded in HR functions across Southeast Asia, but organisations are struggling to scale its impact, according to a new study by ETHRWorld Southeast Asia & SAP SuccessFactors. The report finds that 75% of organisations are already using AI in HR, signalling a clear shift from experimentation to mainstream adoption. At the same time, 65% expect AI budgets to increase in 2026, reflecting its growing role as core workforce infrastructure. However, readiness remains a significant challenge. Only 11% of organisations report being fully prepared to scale AI enterprise-wide, exposing a gap between investment and execution. Many are still in early or moderate stages of preparedness, with key capability gaps in data analytics, implementation skills, and change leadership. AI adoption is currently strongest in learning and development and recruitment, areas closely tied to talent competitiveness. Markets such as Singapore and Malaysia are leading in integration maturity, while others remain in earlier stages of adoption. Importantly, the study highlights a shift in how AI is creating value within HR. Rather than focusing purely on automation, organisations are increasingly leveraging AI to enhance decision-making, positioning HR as a more strategic, data-driven function. As AI becomes central to workforce systems, the findings point to a clear next step: building organisational capability alongside technology investment. Without this, scaling impact across the employee lifecycle may remain out of reach. Source: ETHRWorld

| Written by Riya Malhotra The latest World Happiness Report places Singapore at 36th and Malaysia at 71st globally, offering a closer look at how wellbeing is shaping workforce expectations across both markets. While Nordic countries continue to lead the rankings, the positions of Singapore and Malaysia highlight a more nuanced reality in Southeast Asia. Both markets continue to perform economically, yet the rankings suggest that broader factors influencing life satisfaction, such as social connection, trust, and personal wellbeing, are becoming increasingly important. For workplaces, this signals a shift. In Singapore, where high performance cultures are the norm, employees are placing greater emphasis on balance, meaning, and everyday work experience. In Malaysia, the ranking points to a growing opportunity for organisations to strengthen employee wellbeing as part of their overall people strategy. The report also draws attention to the role of digital behaviour, noting that excessive social media use is linked to lower life satisfaction, particularly among younger populations. In always-connected work environments, this adds another layer to how wellbeing is experienced at work. While the findings are based on national life evaluations, the implications are clear for employers. As expectations evolve, organisations in Singapore and Malaysia will need to look beyond traditional metrics and build cultures that prioritise trust, connection, and sustained employee wellbeing. Source: World Happiness Report 2026

| Written by Riya Malhotra A new global study by Intellect points to the rise of “job-hugging,” a trend where employees are choosing to stay in their roles for stability, even as engagement levels lag behind improvements in productivity and wellbeing. According to the latest Workplace Wellbeing 360 Report, organisations are seeing encouraging gains. Mental wellbeing scores recorded their strongest year-on-year increase, alongside a steady rise in productivity. However, employee engagement has not kept pace, signalling a shift in how individuals are relating to work. The report, based on responses from more than 27,000 employees across 160 countries, highlights the emergence of “functional disengagement.” In this scenario, employees continue to meet expectations and deliver results, but are less inclined to go beyond their defined roles. In Asia-Pacific, this pattern is more pronounced, with engagement levels dipping slightly despite improved output. Theodoric Chew, CEO & Co-Founder, Intellect, noted that this creates a “retention illusion,” where stable headcounts may give the impression of a fully engaged workforce, even as employee expectations evolve. The findings also underline that engagement today is shaped less by policy and more by personal drivers such as optimism and a sense of contribution. As workplaces continue to invest in wellbeing, the report highlights an important shift: sustaining performance will increasingly depend on creating environments where employees feel both supported and meaningfully involved in their work. Source: ETHRWorld

In a world shaped by speed, AI, and constant change, Nitin Goil, Founder, Restoration Labs, reflects on why restoring trust, dignity, and human connection is becoming the real measure of leadership and performance. | April 2026 Edition The Happiness Perspective Toxicity often begins with silence, not conflict Culture is shaped in everyday behaviours, not big initiatives AI must enhance transparency, not reduce it Leadership courage builds dignity and trust Engagement must lead to real action, not just measurement Psychological safety is a daily discipline Future-ready leaders must learn to unlearn Nitin Goil, Founder, Restoration Labs When Performance Looks Good, But Feels Off A few years ago, Nitin walked into a global organization that had just undergone a major merger. On paper, everything looked strong. Costs were controlled, processes streamlined, and a new strategy had been rolled out with clarity. But inside the room, something felt off. Leaders were present, but not fully engaged. Conversations were happening, but not everyone spoke. There was alignment, but very little candor. As he observed, many leaders appeared “compliant towards what the boss was saying,” rather than contributing openly. That moment led to what he now defines as the “human core” of organizations. “When trust, inclusion, and empathy are fractured, no amount of efficiency or technology can compensate for it,” he explains. For Goil, the real test of leadership today is not just managing performance, but restoring humanness in environments shaped by rapid change and AI. The Quiet Signs of a Culture in Decline Toxicity rarely arrives loudly. It builds quietly over time. It shows up in disengaged silence, rising cynicism, and the gradual withdrawal of voices that once contributed freely. Goil has seen this pattern firsthand. “Employees stopped speaking up while trust got eroded over time,” he shares. The first step toward restoring such environments is not structural, but emotional. Leaders must acknowledge what is broken. Too often, dysfunction is masked by compliance. But restoration begins when leaders are willing to say, “we have lost something essential here, and we must restore it together.” That moment of honesty, he notes, is what begins to humanise workplaces again. Culture Is Built in Everyday Moments While many organizations rely on policies and large-scale initiatives to shape culture, Goil believes the real shift happens in smaller, everyday interactions. It is in “the micro-moments of everyday leadership actions.” A manager who listens without defensiveness. A leader who follows through on small promises. Someone who models empathy even under pressure. “These behaviours, repeated consistently as habits, are what transforms culture in a systemic and lasting way,” he explains. From a neuroscience perspective, he adds that such behaviours must be practiced regularly to take root. Culture does not shift because of what is said in town halls, but because of how leaders act “in the corridors, in meetings, and in everyday moments of stress or pressure.” The Risk of Losing Trust in the Age of AI As organizations accelerate AI adoption, new risks around trust and transparency are emerging. “When employees do not understand how decisions are made, psychological safety erodes,” Goil points out. The concern is not technology itself, but the distance it can create. To address this, he emphasizes a clear shift in mindset. “Leaders must frame AI as augmentation, not automation.” Transparency around how tools are used, combined with strong human oversight, is critical. At its core, he believes that “restoration in the age of AI means keeping humanness at the center of all innovation.” Restoration is not a soft idea. It is a hard discipline that demands courage, empathy, and consistency to build workplaces where both people and performance truly thrive. What Leadership Courage Really Looks Like In moments of conflict or uncertainty, leadership courage becomes most visible. For Goil, courage is not about projecting strength. It is about being willing to remain present in discomfort. It means inviting dialogue instead of silencing dissent. It means admitting “I don’t know” while still holding space for direction. In many Asian contexts, where hierarchy and respect are deeply embedded, this becomes even more nuanced. But the outcome is universal. Making Psychological Safety a Daily Practice Many organizations introduce psychological safety initiatives, but struggle to sustain them. The reason, according to Goil, is simple. “They remain episodic, a campaign rather than a discipline.” To truly embed safety into the DNA of an organization, leaders must normalize vulnerability and candor. This includes creating regular spaces for reflection and encouraging open conversations. “Safety needs to be practiced daily, not just as part of an initiative once in a while.” Unlearning for the Future of Work Looking ahead, Goil believes the biggest challenge for leaders will not be learning new skills, but unlearning old ones. “The hardest work for leaders will be unlearning what they know and relearning new things fast.” In an AI-driven world, learning agility will define effectiveness. But even as technology advances, one truth remains constant. “The future of thriving workplaces lies in restoring the human core, where performance thrives because people feel seen, trusted, and heard,” he concludes.

Ku Sim Ling, popularly known as AuntyHR™, is an HR influencer, former Corporate Services Director, and industry voice with 20+ years of experience, making workplace topics engaging, accessible, and refreshingly honest. | April 2026 Edition Happiness Takeaways At a Glance Culture lives beyond policies, in everyday human behaviour Not every issue requires intervention; judgement matters Influence often works better than authority in leadership challenges Early signs of disengagement are rarely random, pay attention Psychological safety matters more than perfect structure Listening is one of HR’s most underrated superpowers Balance people, business, and compliance with empathy and clarity Ku Sim Ling, AuntyHR™, HR influencer After spending two decades in the workforce solutions industry, I have come to a slightly inconvenient conclusion about the modern workplace. Organisations run on two systems. The first one is the official one. The one written in policies, employee handbooks, and PowerPoint slides during onboarding. It explains reporting lines, disciplinary procedures, leave entitlements, and all the tidy rules that make a company look beautifully organised on paper. The second system is the unofficial one. This is the system made up of human behaviour, silent agreements, awkward dynamics, office friendships, quiet rivalries, and the thousand little social negotiations that happen every day between people who must work together. If the first system is the law of the company, the second system is the culture of the company. And HR, whether we like it or not, sits right in the middle of both. Which is why there are certain things HR professionals learn very early in their careers. Things that are not taught in HR textbooks or certification programmes. One of them is this: There are many things in the workplace that HR sees… and occasionally pretends not to see. Not because we are blind, and certainly not because we don’t care. But because organisations are human ecosystems, and sometimes the wisest thing HR can do is observe carefully, choose the right moment, and intervene only when it truly matters. Let me explain. Everyone Knows Who the Office Couple Is For some reason, employees often believe that office relationships are a great secret. They are not. In most workplaces, the entire office knows long before HR does. By the time HR finds out, the situation has travelled through departments, lunch tables, and at least one WhatsApp group. Contrary to popular belief, HR does not automatically panic when two employees start dating. People meet at work. It happens. The real concern is not romance, it is power and conflict. If a manager is dating a subordinate, that creates a conflict of interest. If a breakup spills into workplace drama, it becomes a productivity issue. If someone feels pressured, it becomes serious. Until those risks appear, HR often takes a practical stance, monitoring quietly and ensuring boundaries are maintained. “HR doesn’t fear relationships. We fear imbalance, pressure, and when personal becomes organisational.” The Boss Who Is… Not a Very Good Boss This is a delicate subject. Most employees assume HR can easily “fix” a bad boss. In reality, leadership problems are among the most complex challenges in any organisation. Sometimes we see early signs, a manager who struggles with communication, micromanages, or creates tension within the team. But organisations do not run like reality shows where someone is removed at the first sign of trouble. Most of the time, HR works behind the scenes. We assign coaches, gather feedback, and nudge leaders toward better behaviours. Sometimes we recommend “leadership development opportunities.” In other words, HR works through influence rather than authority. The Employee Who Has Already Mentally Resigned Long before a resignation letter appears, there are signs. An energetic employee becomes quiet. Participation drops. Initiative fades. Work gets done, but the spark is gone. Sometimes it is burnout. Sometimes frustration. Sometimes they have simply outgrown the role. The truth is, very few resignations are sudden. Most are the final chapter of a story that began months earlier. When we notice these shifts, we check in, encourage conversations, and try to re-engage. But not every story ends with retention. Sometimes people reach a new chapter in their lives, and that is not always a failure of the organisation. Not every exit is a loss. Sometimes it is growth choosing a different direction. The Office Gossip Network Every workplace has one. Officially, organisations communicate through emails and announcements. Unofficially, information travels through conversations and the speed of office gossip. Gossip exists because people are social. It helps them make sense of uncertainty. Sometimes it spreads inaccuracies. Sometimes, uncomfortably, it spreads the truth faster than management. HR learns quickly that culture is not controlled by formal channels alone. Culture moves through people. Which is why good HR professionals spend as much time listening as they do speaking. Why HR Sometimes Chooses Not to Intervene When people hear that HR “pretends not to see,” they may think it is indifference. It is not. The role of HR is not to police every small imperfection. If we did, the workplace would collapse under constant intervention. Instead, we assess three questions: Is anyone being harmed? Is the organisation at risk? Does this require formal action? If yes, we step in. If not, sometimes the wiser path is observation, guidance, and patience. The Unspoken Trials of HR We hear employee frustrations. We see leadership pressure. We understand business and legal obligations. Our role is to balance all three while keeping the workplace fair and functional. It is not always glamorous. It can be exhausting. But it is also what makes HR fascinating. Behind every polished organisation is a network of human relationships. The company may look orderly from the outside. But inside, it is a constantly evolving social experiment. And HR is right there in the middle of it. xoxoxo, AuntyHR

Elevision Media’s WOW Workplaces Gold Certification is not just a recognition, it is a reflection of a workplace where culture, leadership, and employee experience come together to create an environment people genuinely want to be part of. | April 2026 Edition In today’s evolving world of work, becoming an employer of choice is no longer about policies on paper or isolated initiatives. It is about building a workplace where people feel valued, supported, and inspired, consistently. Elevision Media has done exactly that. Its recognition as a WOW Workplaces Gold Certified organisation is not the result of a single moment or milestone. It is the outcome of a workplace culture that has been intentionally shaped over time, one that prioritises people, fosters trust, and creates an environment where employees can do their best work. What makes Elevision stand out is not just that it meets the standards of a WOW workplace, but that it lives by them every day. A Culture That Feels Natural, Not Engineered At the heart of Elevision’s success is a culture that feels authentic. Employees experience a workplace that is open, collaborative, and inclusive, where communication flows easily and people feel comfortable contributing their ideas. This is not a culture driven by rigid frameworks, but one that has evolved organically through everyday interactions, leadership behaviour, and shared values. And it is this lived experience of culture that played a significant role in Elevision earning its WOW certification. Leadership That Builds Trust and Clarity A strong culture is only sustainable when it is supported by leadership and at Elevision, leadership is a clear differentiator. Leaders are not distant decision-makers. They are visible, approachable, and actively engaged with their teams. This transparency builds trust. It ensures that employees are not just executing tasks, but are aligned with purpose. Equally important is the openness to feedback. Leadership at Elevision creates space for dialogue, reinforcing a culture where employees feel heard and valued. A Strong Start That Shapes the Employee Journey First impressions matter and Elevision ensures they count. From the moment employees join, they are welcomed into an environment that is supportive, structured, and aligned. Roles are clearly defined, expectations are communicated effectively, and individuals are equipped with the tools and guidance they need to succeed. This clarity at the onboarding stage builds early confidence. It allows employees to integrate seamlessly into the organisation, accelerating both productivity and connection. More importantly, it sets the tone for everything that follows, reinforcing trust, strengthening culture, and creating a strong foundation for long-term engagement. Well-Being That Is Practical and Reliable Elevision’s approach to well-being is grounded in consistency. Employees benefit from flexible work options, supportive managers, and a stable framework of core benefits that provide a sense of security. Rather than being driven by trends, well-being at Elevision is built around what employees genuinely need to feel supported in their day-to-day work. This reliability matters. It ensures that employees experience well-being not as an occasional initiative, but as an ongoing commitment. And while there is always room to evolve and expand, the foundation in place already reflects a workplace that prioritises both performance and people. Growth, Ownership, and the Opportunity Ahead Elevision’s workforce is made up of individuals who are not just engaged, but invested. Employees are eager to grow, take on greater responsibility, and shape their own career journeys within the organisation. This ambition is a strong indicator of a healthy workplace, one where people see a future for themselves. What stands out, however, is the intent. The desire to invest in people is already deeply embedded in how the organisation operates. Why Elevision Earned WOW Certification WOW Workplaces Certification evaluates organisations across six core pillars, Attraction & Onboarding, Learning & Growth, Well-Being, Leadership & Strategy, Culture, and Exit & Retention, through a rigorous three-stage process of self-audit, external audit, and employee survey. Elevision moved through each of these stages with strong alignment, demonstrating not just intent, but consistency between leadership vision and employee experience. At Elevision, these pillars do not operate in isolation. They reinforce one another. A strong onboarding experience builds trust. Culture strengthens belonging. Leadership provides clarity. Well-being ensures stability. Growth enables progression. Retention reflects consistency. This cohesion is what sets Elevision apart and what enabled the organisation to earn WOW Workplaces Gold Certification with confidence. More Than Recognition: A Workplace of Choice Elevision’s certification is not just a recognition of where the organisation stands today. It is a reflection of the kind of workplace it has built and continues to strengthen. In a competitive talent landscape, being an employer of choice is about more than attracting people. It is about creating an environment where they choose to stay, grow, and contribute. Elevision has achieved that balance. By focusing on culture, empowering leadership, and consistently delivering a positive employee experience, the organisation has positioned itself as a workplace where people don’t just work they belong. And that is what truly makes it WOW.

In industries where impact is often unseen, Pauline Loo, Senior Vice President, Human Resource, Nippon Sanso Holdings Singapore, shares how Nippon Sanso helps employees stay connected to purpose, fosters collaboration across regions, and builds a culture grounded in trust and continuous improvement. | April 2026 Edition Happiness At a Glance Purpose becomes clearer when impact is consistently communicated Safety and innovation can coexist with the right cultural balance Shared values unite, flexibility keeps culture authentic Psychological safety encourages ideas and honest conversations Embedding values into systems makes them real Continuous learning builds confidence for change Strategic HR enables long-term organisational growth A culture of support strengthens belonging from day one Pauline Loo, Senior Vice President, Human Resource, Nippon Sanso Holdings Singapore What does it take to help employees feel connected to impact in industries that largely operate behind the scenes? At Nippon Sanso, this question sits at the heart of how Nippon Sanso builds its culture. As Pauline Loo shares, “our work may happen behind the scenes, but we help employees understand the tangible impact they make across industries and communities.” At Nippon Sanso, everyday tasks are consistently connected to a broader purpose by spotlighting how its industrial gases business supports sectors such as semiconductors, healthcare, renewable energy, and food safety. Through platforms like the Konnichiwa newsletter and CEO town halls, employees are continually reminded of the deeper significance, the “why,” behind their roles. This connection is further deepened through customer and site exposure, giving employees the opportunity to witness how their contributions support mission-critical operations. Leadership storytelling through C-Suite-led webinars brings this broader impact closer, while purpose-driven recognition highlights how individual and team efforts benefit communities. By keeping our principles unified but our execution adaptable, we strengthen our identity as one Nippon Sanso and honor the diverse strengths each country bring. In a business where safety, precision, and reliability are essential, how do you create space for innovation? For Nippon Sanso, the answer lies in balance. “Safety, precision, and reliability are non-negotiable, yet long-term excellence also depends on continuous innovation,” Pauline shares. This balance comes from integrating strong operational excellence frameworks with an innovative mindset. Well‑defined safety principles and standards, as well as comprehensive safety training create the stability employees need to confidently suggest improvements. Initiatives such as the Productivity Movement, cross-functional teamwork, and digital transformation projects ensure that continuous improvement becomes part of everyday work. Employees are encouraged to contribute ideas, whether small enhancements or larger breakthroughs, while maintaining operational discipline. Equally important is the focus on psychological safety. Through the “We Care: Grow Our Managers” webinars, employees are encouraged to speak up, question assumptions, and raise concerns openly. In this kind of environment, discipline becomes an enabler of innovation rather than a constraint. With operations spread across multiple countries, how do you create a shared culture without losing local identity? Pauline emphasizes that the key lies in alignment, not uniformity. “Building a shared culture is not about standardizing everything. It is more about harmonizing what truly matters while honoring local practices,” she explains. The foundation is a clear identity grounded in purpose, values, and a strong commitment to safety, integrity, and customer focus. At the same time, flexibility is vital. Each country is empowered to interpret these shared values in ways that resonate locally, ensuring cultural relevance across diverse markets. Cross‑border collaboration, supported by regional talent mobility programs and knowledge‑sharing platforms like the Annual Learning Festival and Learning Management System, allow culture to grow organically through shared experiences. This approach ensures that while practices may vary, the core principles remain unified, creating one cohesive team across regions. How do you ensure that values such as being proactive, innovative, and collaborative are not just stated, but experienced daily? For Nippon Sanso, it all centres on integration. Values are built directly into leadership expectations, operating systems, and performance measures. Leaders visibly embody what it means to be Proactive, Innovative, and Collaborative, by staying ahead of issues, inviting new thinking, and engaging openly with colleagues across functions. Success is measured by how work is done, not just what is delivered. Employees experience these values in action through cross‑functional collaborations and continuous improvement efforts, making them part of everyday practice. As industries evolve towards sustainability and digital transformation, how is HR preparing employees for what comes next? Pauline describes HR’s role as both strategic and forward-looking. “We start by identifying future critical capabilities and integrating them into workforce planning and development,” she shares. Leadership and talent programmes focus on building systems thinking and adaptability, equipping employees to navigate change. Through initiatives such as Flexi Work Design, regional webinars, and the People Connect Learning Management System, employees gain exposure to areas like automation, data analytics, and sustainable practices. At the same time, HR actively fosters a growth mindset, encouraging employees to learn, experiment, and adapt with confidence. This shift reflects a broader evolution in HR itself. Our work may be behind the scenes, but the impact it creates across industries and communities is very real. Can HR move from being a support function to a strategic partner? At Nippon Sanso, that transition is already underway. “HR has evolved from a traditional administrative function into a strategic partner shaping business direction,” Pauline explains. A unified regional talent management framework now enables the Nippon Sanso to identify and develop high-potential leaders early, while deploying talent across markets to support growth. Capability-building programmes are closely aligned with business priorities, ensuring that leadership development contributes directly to organisational success. Alongside this, initiatives such as job redesign and structured talent and leadership development programmes continue to strengthen workforce readiness across the region. And finally, what would someone notice on their first day at Nippon Sanso? According to Pauline, it is the sense of connection. “New employees quickly see how deeply we prioritise safety, teamwork, and mutual support,” she says. Collaboration is visible across teams, with colleagues readily sharing knowledge and offering support. At the same time, a culture of continuous improvement encourages employees to contribute ideas and challenge assumptions. Leaders remain approachable, feedback is valued, and there is a shared sense of pride in Nippon Sanso. In the end, what stands out is not just what Nippon Sanso does, but how its people experience it. As part of something larger, meaningful, and deeply connected.

In an era where talent is the ultimate differentiator, Daythree Digital Berhad is turning employee experience into a measurable, competitive edge | April 2026 Edition Happiness Takeaways Design employee experience intentionally: Structure and measurement drive consistency at scale. Leverage modern hiring channels: social media can deliver both reach and real business impact. Make learning measurable: 90%+ satisfaction is achieved through relevance and outcomes. Humanise scale: Even as an organisation onboarding employees at scale, belonging can be built from day one. Embed culture into systems: Values only matter when they are consistently practiced and rewarded. What if employee happiness wasn’t an outcome, but an operating system? For DAYTHREE DIGITAL BERHAD, that question sits at the centre of how the organisation is built. At a time when companies are struggling to balance growth with engagement, Daythree has taken a more deliberate approach, treating employee experience not as a set of initiatives, but as infrastructure. The result is a workplace where hiring, onboarding, learning, and culture are not managed in silos, but designed as interconnected systems, each reinforcing the other to drive both performance and belonging. This clarity of design is what enables Daythree to scale without losing its human core. And increasingly, it is what sets the organization apart in a highly competitive talent landscape. Building a Workplace Where Experience is Designed With a workforce of over 1,600 employees, Daythree has moved beyond traditional engagement practices to design a full employee lifecycle experience. Every key milestone, from Day 1 to leadership transitions, is mapped into structured “moments that matter,” ensuring consistency and emotional connection across the journey. This structured approach translates into measurable outcomes, including 8-10% annual internal promotions and strong engagement driven through regular pulse checks and leadership connect sessions. Their philosophy, “Service from the HEART,” is not just a cultural statement, it is operationalized through performance systems, leadership training, and recognition frameworks. Values like trust, empathy, and innovation are embedded into how performance is evaluated and rewarded, creating a culture of fairness, accountability, and belonging. Reimagining Talent Acquisition Through Social Media In a bold shift from traditional hiring practices, Daythree is the first BPO to pioneer TikTok LIVE as a recruitment channel, transforming social media into a high-impact hiring engine. Between March and November 2025: 4,382 CVs were generated through social media 487 candidates were successfully hired Delivering over RM2.1 million in hiring value In addition, this strategy led to over RM3 million in estimated cost savings, significantly reducing reliance on job portals and external agencies. A standout innovation has been the use of TikTok LIVE recruitment, with multiple weekly sessions enabling real-time interaction, instant Q&A, and immediate applications. This not only reduces candidate hesitation but attracts high-intent talent already aligned with the organisation. Supporting this is a content strategy rooted in relatability: humorous storytelling, workplace moments, and culture-led narratives. The impact has been significant, with viral campaigns reaching up to 4 million views on Instagram and 1.5 million on TikTok, positioning Daythree as a compelling employer brand for a digital-first workforce. Learning That Drives Growth At the heart of Daythree’s growth is its Learning & Development ecosystem, powered by its proprietary Rockstar Academy. The focus is not just on participation, but measurable impact: 10,000+ training hours delivered 90%+ employee satisfaction in L&D initiatives 85% improvement in communication skills and customer satisfaction 1,600 employees are empowered to upskill through the Rockstar Academy program and a wide range of learning resources Participation across key programs consistently exceeds 90-99%, while internal trainer capabilities have grown by 100%, reinforcing a strong, self-sustaining learning culture. By embedding design thinking into program development, employees actively co-create their learning journeys, ensuring relevance, flexibility, and deeper engagement. This approach transforms learning from a requirement into a driver of confidence, growth, and long-term career success. At Daythree, employee happiness is not treated as an outcome, it is intentionally built into the systems that drive performance, engagement, and growth. Onboarding That Feels Like Belonging With Daythree’s continued expansion, they are committed to delivering a seamless and consistent onboarding journey. Their structured 90-day onboarding journey, supported by 30-60-90 day milestones, ensures clarity, alignment, and continuous feedback from the start. The results speak for themselves: 95% onboarding satisfaction score 90%+ engagement across onboarding checkpoints A key differentiator is the Buddy System, where every new hire is paired with a mentor for their first 90 days, accelerating integration, building confidence, and strengthening connections early in the journey. From being welcomed as “Rockstars” to receiving early visibility into career pathways, the onboarding experience is designed to create belonging from day one. A Culture of Growth, Recognition, and Wellbeing Beyond structured programs, Daythree’s culture is built on consistency and care. Employees benefit from transparent career pathways, leadership certification programs, and opportunities for internal mobility. Wellbeing is treated as a core pillar, with initiatives ranging from fitness sessions and wellness days to flexible work arrangements. Regular feedback loops, through pulse surveys, leadership connects, and open communication channels, ensure that employee voices shape organisational decisions. This integrated approach has earned Daythree recognition as a finalist at the Employee Happiness Awards 2026 (Singapore & Malaysia) across four key categories, reinforcing its position as a workplace where employee experience directly drives business performance.