In this thought leadership piece, Mohammed AlKhotani, Senior Vice President and General Manager, Middle East, Salesforce, explains why the UAE's AI ambitions are rooted in human capital, arguing that people; not technology alone will define the future of innovation. | Written by Palak Kataria Image Courtesy: Official Communication Artificial intelligence is often defined by breakthroughs in technology; powerful chips, advanced computing infrastructure and large language models. Yet the UAE has chosen a different starting point. Rather than placing technology at the centre of its AI ambitions, it has placed people there, recognising that lasting innovation depends on the capabilities of the workforce behind it. Sheikh Mohammed bin Rashid's vision for the UAE to become the world's most prepared nation for artificial intelligence extends well beyond digital infrastructure. It begins with teachers, students, researchers and professionals who will shape how AI is developed, adopted and governed. The country's approach reflects a simple but powerful belief: technology delivers its greatest value when people have the skills and confidence to use it effectively. The UAE National AI Strategy 2031 captures this philosophy. While its goal of generating AED 335 billion in AI-driven economic value by 2030, equivalent to 13.6 per cent of GDP; draws significant attention, the strategy's real strength lies in treating talent as the foundation of progress and technology as the enabler. The UAE Centennial 2071 reinforces this approach by placing excellent education and a diversified knowledge economy alongside technological advancement, highlighting that human development is central to long-term innovation. That commitment has translated into meaningful action. The UAE appointed the world's first Minister for Artificial Intelligence in 2017, signalling that AI readiness would be driven through dedicated leadership and governance. It also established the Mohammed bin Zayed University of Artificial Intelligence, now home to 653 students and ranked among the world's top 20 AI research institutions. More than 30 per cent of its students are women, demonstrating a deliberate focus on building an inclusive talent pipeline from the beginning. The country's broader investments in workforce development are equally significant. The One Million Arab Coders initiative has attracted participants from 80 countries, delivering more than one million registrations and five million training hours. The Dubai AI Campus has already welcomed over 120 companies and aims to create 3,000 jobs by 2028. Most recently, the UAE became the first Middle Eastern nation to introduce AI education across every school grade, ensuring future generations develop digital skills from an early age. These initiatives are more than education programmes, they are long-term investments in workforce readiness. The impact is already visible. The Stanford AI Index ranks the UAE first globally for growth in AI talent concentration, recording a 121 per cent increase between 2019 and 2025. It also ranks second worldwide for net AI talent migration, while the Stanford HAI AI Vibrancy Index places the country fifth globally. Today, more than 80 per cent of employees in the UAE regularly use AI in their work, reflecting a workforce that increasingly views AI as a practical productivity tool rather than a future possibility. The first cohort at Princess Nourah University has already equipped more than 450 women with AI and digital skills, preparing them to contribute to the region's evolving digital economy. For organisations navigating the future of work, the lesson is clear. AI may reshape how work gets done, but people will determine how successfully that transformation unfolds. As digital labour and agentic AI take on repetitive tasks, employees will increasingly focus on creativity, strategic thinking and stronger customer relationships. Achieving that future requires sustained investment in learning, leadership and workforce development. The UAE has shown that preparing people is not separate from preparing for AI, it is the foundation of it. By placing human capital at the heart of its strategy, the country offers a valuable blueprint for organisations seeking to build workplaces that are resilient, future-ready and powered by people.

LVMH has appointed Laura Parkes as Chief People Officer for South & Southeast Asia, reinforcing its commitment to people leadership as the luxury group continues to strengthen talent and organisational capabilities across one of its fastest-growing regions. | Written by Palak Kataria Image Courtesy: People Matters Luxury group LVMH has named Laura Parkes as Chief People Officer for South & Southeast Asia, effective 14 September 2026. In her new role, Parkes will lead the Group's people priorities across the region, partnering with its Maisons to drive talent development, organisational change and business growth. The appointment reflects LVMH's continued investment in people as a strategic driver of long-term success across its regional operations. People Strategy at the Heart of Regional Growth As South and Southeast Asia continue to emerge as key growth markets for the luxury industry, leadership appointments focused on talent and organisational capability have become increasingly significant. Parkes will help shape the employee experience across LVMH's regional business while supporting leaders in building high-performing teams equipped to navigate growth and transformation. Her appointment aligns with LVMH's broader "People at Heart" strategy, which places learning, internal mobility, inclusion and leadership development at the centre of the employee experience. Across the Group, these priorities are designed to help employees build long-term careers while enabling each Maison to preserve its unique culture and craftsmanship. Strengthening Leadership for the Future For HR leaders, the appointment underscores the growing role of people leadership in supporting business expansion across diverse markets. As LVMH continues to strengthen its presence in South & Southeast Asia, Parkes' leadership is expected to play an important role in aligning talent strategy with the Group's long-term ambitions, ensuring its people agenda evolves alongside its business growth. Source(s): LVMH official announcement LVMH - For People (People at Heart strategy)

As portfolio careers gain traction, Deloitte's latest global survey suggests the real story isn't about a generational divide but a workforce adapting to new economic realities, evolving career aspirations and changing definitions of success. | Written by Tripti Mehta Image Courtesy: Magnific Stock Image For years, Gen Z has been described as the generation disrupting the workplace. They're often portrayed as rejecting traditional career ladders, preferring flexibility over permanence, and increasingly embracing portfolio careers. What is even a portfolio career? It refers to a professional path where an individual builds a career through multiple roles rather than relying on a single full-time job. This could include a combination of full-time employment, consulting, freelancing, entrepreneurship, teaching or content creation, allowing professionals to diversify both their skills and income streams. Recent reporting by Reuters, LinkedIn News and other industry publications suggests portfolio careers are gaining momentum, particularly among younger professionals. But are Gen Zs really that different from millennials in how they approach careers? According to Deloitte's 2026 Gen Z and Millennial Survey, the answer is more nuanced than popular perception suggests. Based on responses from 23,482 Gen Z and millennial participants across 44 countries, the report reveals that while both generations are redefining career success, they share far more similarities than differences. Financial Pressures Are Influencing Career Choices Across Generations Rather than rejecting traditional caree rs outright, both generations are responding to mounting financial pressures that increasingly shape career decisions. Deloitte found that 55% of Gen Zs and 52% of millennials have delayed major life decisions, including buying a home, starting a family or pursuing further education, because of financial concerns. Housing affordability is another major factor, influencing career decisions for 69% of Gen Zs and 64% of millennials. Meanwhile, nearly half of respondents from both generations say they are living paycheck to paycheck. Career Realities: Gen Z vs Millennials Workforce Trend Gen Z Millennials Delayed major life decisions due to finances 55% 52% Housing affordability influences career decisions 69% 64% Living paycheck to paycheck 47% 47% Source: Deloitte Gen Z and Millennial Survey 2026 These findings suggest that evolving career choices may be driven as much by economic realities as by changing workplace preferences. Career Progression Is Being Redefined One of the report's strongest findings is that career ambition has not disappeared. Instead, expectations around career progression are changing. Rather than chasing rapid promotions, 44% of Gen Zs and 46% of millennials prefer steady, sustainable career growth. Around 1 in 5 respondents are willing to make lateral moves or even accept a more junior role if it provides better long-term opportunities, skills development or alignment with their personal priorities. How Career Progress Looks Today Career Preference Gen Z Millennials Prefer steady career progression 44% 46% Prefer rapid promotions 25% 21% Open to lateral moves to find the right role 21% 20% Source: Deloitte Gen Z and Millennial Survey 2026 This shift helps explain why portfolio careers are gaining visibility. For many professionals, career growth is no longer measured solely by promotions or job titles but by opportunities to build transferable skills, expand professional networks and remain adaptable in a rapidly changing labour market. Leadership Remains An Aspiration, But On Different Terms Another widely held assumption is that Gen Z is no longer interested in leadership. The Deloitte survey challenges that narrative. While only around 6% of respondents identify senior leadership as their immediate career goal, 76% of Gen Zs and 67% of millennials say they aspire to reach senior leadership positions during their careers. The hesitation stems less from a lack of ambition and more from concerns about the demands associated with leadership. Why Leadership Is Being Delayed Concern Gen Z Millennials Stress and burnout 50% 49% Too much responsibility 50% 48% Poor work-life balance 41% 46% Source: Deloitte Gen Z and Millennial Survey 2026 The findings indicate that younger professionals are not rejecting leadership altogether. Instead, they are seeking leadership pathways that are sustainable, flexible and better aligned with personal wellbeing. Myth vs Reality Myth What the Data Shows Gen Z doesn't want leadership roles. Most still aspire to senior leadership over the course of their careers. Millennials and Gen Z have very different career priorities. Both prioritise financial security, learning, wellbeing and sustainable career growth. Portfolio careers are simply a generational trend. Broader industry reporting suggests they are a response to economic uncertainty, technological change and evolving definitions of work rather than age alone. What HR Leaders Should Take Away The Deloitte report doesn't conclude that Gen Z prefers portfolio careers. Instead, it highlights a workforce that is redefining success around financial resilience, continuous learning, wellbeing and long-term career sustainability. External reporting from Reuters, LinkedIn News and ACCA suggests that portfolio careers are one manifestation of these broader shifts rather than the defining characteristic of an entire generation. For employers, the takeaway is clear. Rather than designing talent strategies around generational stereotypes, organisations should focus on creating workplaces that support continuous learning, career mobility, flexible development pathways and employee wellbeing. These priorities resonate with both Gen Z and millennials, and are increasingly shaping how today's workforce evaluates career opportunities. Ultimately, the question may not be whether Gen Z is different from millennials. The more important question is whether organisations are adapting quickly enough to meet the expectations of a workforce whose definition of career success is evolving. Sources: Deloitte, Gen Z and Millennial Survey 2026; Reuters, How and Why Younger Workers Are Ditching Traditional Careers (2026); LinkedIn News, Gen Z Takes Up Portfolio Careers; ACCA, Portfolio Careers: A Growing Trend; The Economic Times, AI Impact, Rising Costs Reshaping Gen Z Careers Towards Multiple Income Streams.

Why the thing standing between you and what you could build is almost always a story you tell yourself, not a skill gap. | Written by Preethy Suresh For over twenty years, I believed I wasn’t technical, and I never once questioned it. It was simply a fact I had filed away about myself. Technical was a category other people belonged to. I had the ideas and the interest, but I assumed the building belonged to someone else. Last month, I got my hands on Claude Fable 5, free for a few weeks after it launched, and decided to find out what it could actually do. I built a content engine that gives me a brief every Monday so I can plan the week ahead, and a lead generation system that built its own qualification funnel. I prototyped a website. I talked through my brand positioning out loud and let it argue with me until what I was saying became sharper than when I started. None of it was as hard as I had assumed it would be. The wall I had accepted for so long, without ever pushing on it, turned out to be imaginary after all. A knowledge equaliser, not a magic wand I am suspicious of my own excitement, so I went looking for the research. In Generative AI at Work, MIT economist Erik Brynjolfsson and his co-authors studied more than 5,000 customer support agents. The average worker became about 14% more productive with AI, but novices and lower-skilled workers improved by 34%, while experts barely moved. Instead of rewarding only the people who already knew the most, the tool lifted those who knew the least and helped close the gap. Which is more or less what happened to me. I was the novice the study is describing. And the ceiling on what a single person can build has moved in a way that is hard to overstate. Sam Altman has openly bet on the arrival of the first one-person billion-dollar company, something he says was unimaginable without AI, and Dario Amodei has suggested it could happen as early as this year. Solo-founder startups have nearly doubled since 2015, according to Carta, and more than 30 million Americans now work as solopreneurs, generating around $1.75 trillion, based on figures reported by Forbes and CNBC. That barrier did not come down just for me. It came down for everyone at the same time. Automate, Enhance, Elevate. On myself this time. There is a framework I use for this: break a job into its actual tasks, then sort them into three buckets. I built it for organisations, and last month, I ran it on myself without meaning to. Automate. The Monday briefs, the lead digest, the recurring mechanical scaffolding that used to eat hours and now lands in my inbox. I haven’t missed a minute of it. Enhance. The brand work. The AI didn’t decide who I am; it made me defend it. Every claim I made about my positioning, it pushed back on, until what survived was mine and actually true. I brought the judgment and let the machine absorb the friction. Elevate. The vision, the taste, the call on who I want to be in this market, and what I won’t say just to win business. That was never going anywhere. It is the part that only works because a human is doing it. None of that was me handing over the thinking. It was me clearing the drag out of its way. Where a superpower turns into a crutch There is a caution here, and I won’t pretend there isn’t. Writing in the APA’s Monitor on Psychology, Zara Abrams laid out the growing evidence that leaning on AI too heavily can erode critical thinking and the specific skills a job depends on. In one study of nearly 2,000 workers, 58% said AI “did most of the thinking” for them. MIT’s Media Lab found something similar in people writing alongside AI: weaker memory, less engagement, and a thinner sense of ownership over work they had supposedly produced. But the same reporting points to a way out, and it comes down to structure rather than abstinence. Purdue psychologist Brooke Macnamara puts the real question plainly: people clearly perform better with AI, so what happens to our own skills once we start relying on it without thinking? The answer researchers keep landing on is almost boringly practical. Reach your own conclusion first, and only then bring AI in to test it and push it further. That is the whole difference between AI doing the thinking and me thinking with it beside me. When I built those systems, I was the one deciding what good looked like. The tool moved faster than I could. But lean on it the other way, to skip the hard part rather than to reach further, and the same superpower slowly becomes a dependency. What this means for the fear There is a lot of fear about AI right now. Fear of being replaced, and fear that the skills a career was built on are about to stop mattering. I understand it, because I have felt versions of it myself. But most of that fear is pointed at the wrong thing. The people I watch struggle with AI aren’t incapable; they are uncertain. They have been handed a powerful tool and almost no clarity about what it is for, and fear grows fast in a gap like that. Because if someone who spent twenty years certain she wasn’t technical can build working systems in a month, then the stories the rest of us tell ourselves about what we can’t do are worth a hard second look. The limit was rarely the skill. It was what I believed about the skill.

After serving as Deputy CHRO, Christina Moh steps into the top HR leadership role, bringing more than 30 years of experience to lead the people agenda across both healthcare institutions. | Written by Tripti Mehta Image Courtesy: Khoo Teck Puat Hospital Khoo Teck Puat Hospital (KTPH) and Yishun Community Hospital (YCH) have appointed Christina Moh as their new Chief Human Resource Officer (CHRO), marking a leadership transition that reinforces the hospitals' continued focus on workforce transformation, employee experience and organisational capability. Moh succeeds Cynthia Lee, who is stepping down as CHRO after six years to take on an expanded role as Director, Group HR at NHG Health. Since joining KTPH and YCH as HR Director in August 2024 and subsequently serving as Deputy CHRO from August 2025, Moh has played a key role in advancing the hospitals' HR agenda. According to the hospitals, she has driven initiatives in workforce optimization and transformation, strengthened HR governance, and enhanced end-to-end HR service delivery. She brings more than 30 years of HR leadership experience to her new role. Prior to joining KTPH and YCH, Moh held senior HR leadership positions across multinational organisations, including serving as HR Director, Asia Pacific – Research Analytics, Scientific, Technical & Medical Education at Elsevier, where she led HR initiatives across the Asia-Pacific region. The leadership transition also marks the next chapter for Cynthia Lee, whose six-year tenure as CHRO helped shape the people strategy at both hospitals. Under her leadership, staff wellbeing became deeply embedded within the organisational culture, contributing to stronger employee engagement and national recognition for KTPH and YCH. She also strengthened leadership development by creating learning opportunities that enabled key talent to build capabilities and prepare for future leadership roles. Lee's contributions were further recognised with Singapore's Public Administration Medal (Silver) (COVID-19). As she moves into her new role at NHG Health, the transition reflects continued investment in experienced HR leadership across Singapore's public healthcare sector. For healthcare organisations, strategic HR leadership continues to play an increasingly important role in strengthening workforce resilience, developing future leaders and supporting employee wellbeing. Moh's appointment comes at a time when healthcare employers are placing greater emphasis on building agile workforces, modernising HR practices and creating employee experiences that support both organisational performance and quality patient care. Announcing the appointment, Khoo Teck Puat Hospital welcomed Moh into her new role while expressing its appreciation for Lee's leadership and service over the past six years, recognising the contributions both leaders have made to advancing the hospitals' people agenda. Sources: Khoo Teck Puat Hospital (Official LinkedIn announcement); Christina Moh LinkedIn Profile

Dr. Louise Lambert shares how trust in teams is not built through words alone, but through consistent behaviour, small promises, honest communication, fair action, and the courage to acknowledge mistakes. | Written by Dr. Louise Lambert Many managers say they want more trust in their teams. They want people to be open, proactive, honest, and willing to take initiative. They encourage this by saying things like, “My door is always open,” “You can trust me,” or “We need to trust each other.” Yet trust isn’t something people give because they are told to. It is something they decide based on what they see. Why trust is behavioral, not verbal Trust is built through patterns of behaviour. People watch what you do more closely than what you say, especially when there is pressure, ambiguity, or risk. They notice whether you keep your word, follow through without being chased, and communicate honestly when the message is uncomfortable. They notice whether you remember what you promised, circle back when plans change, and explain decisions instead of letting silence fill the gap. Trust grows through consistency, and it is something you can practise. Keeping small promises One of the simplest and most overlooked ways to build trust is keeping small promises. If you say you will get back to someone by Wednesday, do it. If you say you will check something and revert with information, follow through. If circumstances change and you can no longer do as planned, be upfront and explain why before being asked. These moments may feel small to you, but to others, they signal reliability, even when the response is, “I can’t do this after all.” When people know they can count on you for small commitments and honesty, they are more likely to trust you with larger ones: early warnings, difficult feedback, and honest information in return. Appropriate disclosure is also a signal of trust Trust also grows when managers show they are human by disclosing an inner thought, a small moment of controlled uncertainty, or even how they feel. This isn’t about sharing everything or leaning on your team emotionally. It means being human in a way that supports stability rather than undermines it. Appropriate disclosure from managers can sound like, “This is a tough period, and I’m thinking carefully about how we move forward.” This reassures people that you are engaged and that you care. This is different from venting frustration or anxiety, which merely transfers your emotional burden onto them. Used well, disclosure reduces distance, normalizes uncertainty, and strengthens connection. After all, you wouldn’t say such things if you didn’t trust your team members with those thoughts to begin with. Addressing issues fairly versus ignoring them Trust is also built when people see that you are willing to address behaviour that harms the team. When someone interrupts repeatedly, dismisses colleagues, misses commitments, or undermines others, and nothing is said, trust disappears, and it doesn’t go quietly. People begin to assume that standards are flexible, or that certain behaviours by certain people are tolerated while others are not. Applying standards consistently, explaining decisions that affect workloads or opportunities, and avoiding visible favourites all contribute to a sense of predictability and fairness, which people start to equate with trust. Further, when you address issues early and privately, as we will explore in next month’s post, you send a different signal. You show that you are paying attention, that you care about how people feel and function at work, that you are prepared to have uncomfortable conversations, and that you will protect the conditions people need to do their best work. In short, you will protect your team members. Courage in small moments builds safety in larger ones. Over time, your team learns that they can rely on you not only to keep promises, but to uphold expectations and keep them safe. That’s what leaders do. What gets in the way of being trustworthy Being a manager means you sit in the middle, positioned between senior leadership and your team. You are aware of information that cannot yet be shared, decisions still being shaped, and conversations that are incomplete. You also know that people want clarity, reassurance, and answers. It is not always clear what you can say and to what degree. At other times, you might feel there is nothing concrete to share, and silence can feel like the safest option. Yet silence creates its own risks. When people sense that something is being held back, they fill the gap themselves. Separation and distance invite narratives, and those narratives are rarely generous. While you can’t share everything, you can explain the boundaries. You can say, “There are discussions underway and I don’t have confirmed information yet,” or “I will share more as soon as I am able.” Transparency, to the degree that you can offer it, reduces speculation and signals that you are not withholding out of avoidance, but out of responsibility. Does building trust include saying, “I’m sorry”? In some contexts, managers think that authority requires certainty, and that admitting a mistake weakens their position. But when something has clearly gone wrong and it is not acknowledged, people notice. Avoiding it doesn’t protect you. In fact, the opposite happens. Trust is lost, and quickly so. Integrity, however, does build credibility. If you missed something, made the wrong call, or handled a situation poorly, say so. A simple, direct acknowledgment followed by a correction is usually enough: “I got that wrong. I should have addressed it earlier.” Learn from it and don’t repeat it, because saying sorry too often is a whole different story. Acknowledging your mistakes and repairing them quickly can also give others permission to take responsibility for their own mistakes. And as a manager, the last thing you want is surprise mistakes popping up months later, when someone could have spoken up earlier. This month, try this Trust begins by being trustworthy. It’s really that simple. So, this month, choose one behaviour to practise. Whether it is closing small commitments, communicating earlier when plans shift, or sharing context so people understand why decisions were made, little actions add up. Like what you read? Contact us to learn how Dr. Louise Lambert can come to your organization and share these behaviours on a larger scale.

HSBC will launch a Global AI Centre of Excellence in Singapore in 2026, creating more than 100 AI specialist roles across data science, AI governance and human-centred design. | Written by Riya Malhotra Image Credits: AI -Generated HSBC is strengthening its Singapore hub with the launch of a new Global AI Centre of Excellence, expected to be established in the second half of 2026. The bank said the centre will hire more than 100 AI specialists in Singapore to build and deploy artificial intelligence capabilities for global application. The new roles will focus on areas including natural language processing, data science, AI governance and human-centred design. The AI specialists will work alongside HSBC’s Chief AI Officer, David Rice, and teams across business areas such as wealth management and global payments solutions. HSBC said the centre is expected to support the development of AI solutions that can be scaled across the bank’s global network. The move forms part of a broader investment in Singapore, with HSBC also planning to hire 100 wealth managers in the country. Reuters reported that the hiring push reflects the bank’s focus on higher-fee businesses and accelerated AI adoption as part of its Asian growth strategy. For HR and talent leaders, the announcement highlights how AI hiring is moving beyond experimentation and becoming a core workforce strategy. Financial institutions are no longer looking only for technical AI talent; they are also building teams that can address governance, ethics, customer experience, product design and business transformation. HSBC Group CEO Georges Elhedery said the new centre will support the bank’s global AI vision while keeping “human judgement, decision-making and accountability at the core.” The emphasis on human-centred design and AI governance is especially significant for the future of work. As AI becomes more deeply embedded into banking, organisations will need employees who can not only build AI tools, but also ensure they are safe, responsible, explainable and aligned with business needs. The centre is also expected to partner with Singapore’s educational institutions and government bodies to help develop future AI talent pipelines. For Singapore, the announcement strengthens its position as a regional hub for AI, financial services and future-ready talent. For employers, it reinforces a larger shift taking place across industries: AI transformation will depend as much on workforce capability, governance and employee adoption as it does on technology investment. As companies accelerate AI adoption, the competition for talent in areas such as data science, AI governance, machine learning and human-centred design is likely to intensify. HSBC’s investment signals that organisations preparing for the next phase of AI will need to rethink not only technology strategy, but also hiring, skills development and long-term workforce planning. Source: HSBC Singapore

The five-year national strategy places career readiness, workplace exposure and lifelong skills development at the heart of preparing young Singaporeans for the future of work. | Written by Tripti Mehta Image Courtesy: Magnific Stock Image Singapore has unveiled the SG Youth Plan, a five-year national roadmap designed to better prepare young people for an increasingly dynamic world of work. The initiative expands the focus of youth development beyond academic achievement, placing greater emphasis on career exploration, practical workplace exposure, mentoring, wellbeing and lifelong learning. A key workforce initiative under the plan is the expansion of Job Taster programmes, which will provide young people with opportunities to experience different industries and occupations before making education and career decisions. Singapore aims to create 30,000 Job Taster opportunities annually by 2030, enabling more students and young professionals to gain first-hand insight into the realities of the workplace. The strategy comes as governments and employers worldwide continue to adapt to rapid technological change, evolving job roles and shifting workforce expectations. By encouraging earlier career exploration and practical learning, the SG Youth Plan seeks to help young people make more informed career choices while developing the adaptability needed in a changing employment landscape. Beyond career exposure, the roadmap introduces initiatives that support holistic youth development. These include expanded mentoring opportunities, programmes that strengthen wellbeing and resilience, practical life skills, and experiences that encourage continuous personal and professional growth. Together, these efforts are intended to help young Singaporeans transition confidently from education into employment while fostering a mindset of lifelong learning. The SG Youth Plan is structured around three pillars, ‘Confident, Connected and Contribute’, reflecting the Government's vision of helping young people build career confidence, strengthen relationships and communities, and contribute meaningfully to society. According to the Government, the strategy was shaped through one of Singapore's largest youth engagement exercises, with more than 60,000 young people contributing over 415,000 responses during nationwide consultations. The SG Youth Plan also highlights the value of stronger collaboration between governments, educational institutions and employers. By creating more structured pathways for workplace learning and career discovery, such initiatives can help bridge the gap between education and employment while supporting the development of a workforce that is better equipped for long-term career success. For employers and HR leaders, the initiative reflects a broader shift in how future talent is being developed. Career readiness is increasingly viewed as an ongoing process that begins well before graduation, combining classroom learning with workplace exposure, mentoring and opportunities to build transferable skills. As organisations continue to navigate digital transformation and changing workforce demands, programmes that strengthen career awareness and employability from an early stage are becoming an increasingly important component of sustainable talent development. Sources: SG Youth Plan (Government of Singapore); National Youth Council (Singapore); The Straits Times

The UAE has clarified the limited cases in which employers may deny workplace injury compensation, while reaffirming employer obligations around medical care, wage protection and official reporting. | Written by Riya Malhotra Image Credits: AI -Generated The UAE Ministry of Human Resources and Emiratisation has clarified that employers may deny workplace injury compensation only in specific cases where the employee’s own conduct is proven to have directly caused or contributed to the injury. The clarification is important for both employers and employees, as workplace injury compensation remains a key part of worker protection under the UAE’s labour framework. The UAE Government’s official portal states that employers are legally required to provide medical care, paid leave and financial compensation for work-related injuries and occupational illnesses in line with Federal Decree-Law No. 33 of 2021 and Cabinet Resolution No. 33 of 2022. It also states that employers must report work-related injuries or occupational illnesses to MoHRE within 48 hours. According to the updated clarification, compensation may be denied in five main cases: if the injury was self-inflicted, if the employee was working under the influence of alcohol, drugs or psychotropic substances, if the injury resulted from an intentional violation of workplace safety instructions, if the injury was caused by wilful misconduct, or if the employee refused medical examination or treatment without a valid reason. The UAE’s official legislation on work injuries and occupational diseases also refers to cases where compensation may not apply, including deliberate self-injury, injuries occurring under the influence of alcohol, drugs or other psychotropic substances, and injuries that directly result from deliberate violation of clearly displayed workplace precautionary instructions. However, the clarification does not remove the employer’s duty of care. Employers are still expected to follow formal procedures, provide the required medical support, protect wages during the treatment period where applicable, and ensure that the case is assessed through the competent authorities. For HR leaders, the update reinforces the importance of strong workplace safety systems. Employers must ensure that safety instructions are clearly communicated, visibly displayed and properly documented. Training records, incident reports, risk assessments and safety acknowledgements may become critical in determining whether an injury claim is valid. The update also places renewed emphasis on employee awareness. Workers must be trained not only on safety procedures, but also on the consequences of ignoring workplace precautions or refusing necessary medical intervention after an incident. For organisations operating in high-risk environments such as construction, logistics, manufacturing, facilities management and industrial services, this clarification is especially relevant. These sectors often involve frontline teams, physical work environments and contractor-based workforces, making clear safety governance essential. The UAE’s position reflects a balanced approach: protecting employees who suffer genuine workplace injuries, while allowing employers to contest compensation in cases involving deliberate misconduct, intoxication, refusal of treatment or intentional safety breaches. For employers, the message is clear. Workplace injury claims cannot be dismissed casually. Any denial of compensation must be supported by evidence and handled through official channels. For employees, the clarification reinforces that workplace safety is a shared responsibility, but that legal protection remains in place when injuries occur in the course of work.

Saudi Arabia’s labour market is showing continued signs of transformation, with private-sector employment, women’s workforce participation and national talent development recording major gains under Vision 2030. | Written by Riya Malhotra Image Credits: AI -Generated Saudi Arabia has reported significant progress across key labour market indicators, reflecting the continued impact of Vision 2030 reforms on employment, workforce participation and private-sector growth. According to the Ministry of Human Resources and Social Development, the number of Saudi nationals employed in the private sector exceeded 2.6 million by the end of 2025. The Ministry said this reflects the continued expansion of job opportunities for Saudi men and women, supported by national employment initiatives and private-sector participation. The unemployment rate among Saudi nationals also continued to decline, reaching 7.2% in the fourth quarter of 2025, close to the Vision 2030 target of 7%. The progress marks a major shift in the Kingdom’s employment landscape, where labour market reforms are increasingly focused on creating sustainable opportunities for citizens across industries. Women’s participation has been one of the most notable areas of progress. The Ministry reported that women’s labour force participation reached 35%, while their representation in middle and senior management roles exceeded 43%. These figures highlight how Saudi Arabia’s workforce transformation is also reshaping leadership pipelines and creating broader opportunities for women in the economy. The progress comes as Saudi Arabia continues to invest in national talent development through employment support, training and skills programmes. The Waad National Skills Development Programme, for instance, is designed to equip Saudi citizens with in-demand skills aligned with labour market needs. The Human Resources Development Fund also supported the employment of 190,000 Saudi men and women in Q2 2025, alongside SAR 1.94 billion in funding for training, empowerment and guidance programmes. For HR leaders and employers, the latest indicators point to a changing labour market in which nationalisation, skills development and workforce inclusion are becoming central business priorities. As more Saudi nationals enter the private sector, organisations will need to strengthen onboarding, career development, leadership training and retention strategies to build long-term workforce value. The growth in women’s participation also carries important implications for workplace culture. Companies operating in Saudi Arabia will increasingly need to ensure that policies around flexibility, mentorship, leadership development and inclusive career progression are aligned with the expectations of a more diverse workforce. Saudi Arabia’s labour market progress also reflects the broader ambitions of Vision 2030: building a competitive economy powered by local talent, higher workforce participation and stronger private-sector contribution. For employers, this means the next stage of transformation will not only be about hiring Saudi talent, but about creating meaningful career pathways that support productivity, engagement and long-term growth. As the Kingdom continues to move closer to its employment targets, the labour market is becoming one of the clearest indicators of Vision 2030’s impact on people, workplaces and the future of work. Source: Human Resources and Social Development

| Written by Tripti Mehta Image Courtesy: Parliament of Singapore Singapore Prime Minister Lawrence Wong has appointed Jasmin Lau as the country's Acting Minister for Manpower as part of a Cabinet reshuffle aimed at strengthening leadership renewal while ensuring continuity in government. The appointment takes effect today. Lau will concurrently serve as Senior Minister of State in the Ministry of Digital Development and Information (MDDI) and will relinquish her role at the Ministry of Education. She succeeds Dr Tan See Leng, who has been appointed Minister for Trade and Industry (Energy and Industry) following the reshuffle announced by the Prime Minister's Office (PMO). The changes also include a series of ministerial appointments and promotions across the Cabinet. Leadership Renewal Takes Centre Stage Announcing the changes, Prime Minister Wong said the reshuffle is intended to prepare Singapore's next generation of leaders while maintaining a balance between experienced ministers and newer office holders. At a press conference following the announcement, Wong said the latest changes would allow younger members of the team to take on greater responsibilities while ensuring continuity in government. He noted that Jasmin Lau and Goh Pei Ming would be promoted to Senior Ministers of State, with Lau assuming responsibility for the manpower portfolio alongside her duties at MDDI. Preparing Singapore's Workforce for Change In an interview with Channel News Asia (CNA) following her appointment, Lau said the Ministry of Manpower's focus would be on helping workers and businesses adapt to rapid technological change, particularly the growing impact of artificial intelligence on jobs and skills. She said the ministry's role is to help employers and workers navigate the changing nature of work, while supporting Singaporeans through more frequent career transitions and expanding opportunities for skills development throughout their working lives. Lau also noted that her previous responsibilities in education and digital development have given her valuable perspectives on the intersection of technology, talent and workforce transformation. Continuity Amid Economic Transformation The appointment comes as Singapore continues to strengthen its workforce policies in response to technological disruption, demographic shifts and evolving labour market demands. With responsibility for the manpower portfolio, Lau is expected to play a key role in advancing policies that support workforce resilience, skills development and employment competitiveness while working alongside the government's broader economic transformation agenda. Sources: Prime Minister's Office Singapore (Cabinet reshuffle announcement and Prime Minister Lawrence Wong's press conference), Reuters, Channel News Asia (CNA).

From career mobility and leadership development to wellbeing, safety and future-focused skills, these organizations are investing in the people behind Kingdom of Saudi Arabia’s transformation. | Written by Riya Malhotra Image Credits: AI -Generated Saudi Arabia’s economic transformation is changing not only the industries operating across the Kingdom, but also what employees expect from their workplaces. Career progression, continuous learning, employee wellbeing, inclusive cultures and meaningful work have become increasingly important components of the employment experience. The following alphabetical list highlights 20 organizations demonstrating visible investment in their people. It includes Saudi-headquartered companies as well as multinational employers with established operations in the Kingdom. The selection is based on publicly available information from official career portals, annual and sustainability disclosures, development programmes and LinkedIn’s 2025 Top Companies list for Saudi Arabia. This is an editorial selection and not a ranking. Each organisation has been included for initiatives connected to employee development, internal mobility, workplace wellbeing, safety, professional growth or national talent building. Al Rajhi Bank Website: www.alrajhibank.com.sa Image Credits: The Asian Banker Al Rajhi Bank supports employee development through a combination of structured learning, internal mobility and early-career programmes. Its careers platform features Nomu, the bank’s internal mobility system, alongside the Blue Generation Development Program, cooperative training opportunities and dedicated initiatives supporting women’s careers. The bank’s learning framework also includes the Al Rajhi Bank Academy, which provides leadership and banking-focused development. Regulatory, cybersecurity, customer protection and compliance training are integrated into the employee learning system, helping staff build the capabilities required in a rapidly evolving financial-services environment. Together, these initiatives create clearer pathways for employees to grow within one of Saudi Arabia’s largest banks. Almarai Website: www.almarai.com Image Credits: Bloomberg Almarai’s workforce strategy combines large-scale learning, occupational wellbeing and national talent development across its operations. In 2025, employees across the GCC completed approximately 1.65 million training hours through programmes covering leadership, compliance, quality, financial knowledge and digital capabilities. The company also operates the Almarai Academy and provides structured performance and career-development reviews. Its people agenda extends beyond professional skills to workplace health and safety, mental-health awareness and occupational wellbeing. With employees working across production, agriculture, logistics, sales and corporate functions, Almarai’s investment in consistent learning systems helps make development accessible across a large and operationally diverse workforce. Bupa Arabia Website: www.bupa.com.sa Image Credits: Asharq Al-Awsat Bupa Arabia brings its wider healthcare purpose into its approach to employee experience. The company states that it aims to provide employees with the same standard of care, support and professionalism that it expects them to deliver to customers. This creates a strong connection between employee wellbeing and the organisation’s core business. Bupa Arabia was also included in LinkedIn’s 2025 Top Companies list for Saudi Arabia, which evaluates employers using factors connected to career progression, skills growth and employees’ ability to build sustainable careers. Its emphasis on wellbeing, professional development and purpose-led work makes it a notable employer within the Kingdom’s healthcare and insurance sector. Ceer Website: www.ceermotors.com Image Credits: PIF SA As Saudi Arabia’s first electric-vehicle brand, Ceer is building a workforce for an industry that is still developing within the Kingdom. The company reached 1,500 employees in 2025 and has focused on attracting Saudi and international talent across engineering, manufacturing, technology, procurement and operations. Ceer has also entered partnerships designed to develop technical capabilities and prepare Saudi professionals for specialised automotive roles. Its careers platform positions national job creation and capability building as central to the company’s purpose. Ceer ranked fourth in LinkedIn’s 2025 Top Companies list for Saudi Arabia, reflecting its growing appeal as a destination for future-focused careers. Elm Company Website: www.elm.sa Image Credits: Meshari AlMalki, LinkedIn Elm Company offers employees opportunities to work across digital platforms, artificial intelligence, information security, consulting and technology-enabled public services. The company reports a workforce of more than 3,000 employees and maintains dedicated career, employee-story and workplace-experience channels. Its corporate values highlight innovation, creativity, social inclusion and equal opportunity, while its business model gives employees exposure to major digital-transformation projects across Saudi Arabia. Elm was placed fifth in LinkedIn’s 2025 Top Companies list for the Kingdom. Its combination of technology-led work, career opportunities and exposure to nationally significant digital projects makes it particularly relevant for employees seeking careers in Saudi Arabia’s expanding digital economy. EY Saudi Arabia Website: www.ey.com/en_sa Image Credits: The Saudi Boom EY provides employees in Saudi Arabia with access to regional and international assignments across assurance, consulting, tax, technology and strategy. Its career framework includes personalised development, student and entry-level programmes, internal mobility, flexible career opportunities and diversity, equity and inclusion initiatives. Employees can move across disciplines while building technical and leadership capabilities through formal learning and practical client experience. EY ranked third in LinkedIn’s 2025 Top Companies list for Saudi Arabia, where the most visible career areas included accounting, consulting and business development. Its structured development environment makes it particularly suitable for professionals seeking broad exposure and clearly defined career progression. IBM Saudi Arabia Website: www.ibm.com/sa-en Image Credits: Sharikat Mubasher IBM’s Saudi operations provide employees with access to work across artificial intelligence, cloud computing, cybersecurity, consulting, data and emerging technologies. The company’s global career model encourages employees to move between disciplines, build new skills and pursue careers that do not necessarily follow a traditional linear path. IBM also operates entry-level programmes, internships and professional communities designed to support collaboration, experimentation and mentorship. It ranked seventh in LinkedIn’s 2025 Top Companies list for Saudi Arabia, with artificial intelligence, fintech and software capabilities among its most visible skills. This learning-led environment makes IBM attractive to professionals seeking long-term careers in technology and transformation. Ma’aden Website: www.maaden.com.sa Image Credits: AL Circle Ma’aden, formally the Saudi Arabian Mining Company, is developing the specialist workforce required to support the Kingdom’s growing mining and minerals sector. Its Professional Development Program is designed to nurture young talent through hands-on learning, senior mentorship and placements aligned with long-term career paths. Employees can gain exposure to engineering, operations, sustainability, technology and large-scale industrial projects. Safety is also central to the working environment because of the operational nature of the business. By building technical skills and leadership capability inside the Kingdom, Ma’aden is creating employment pathways in a sector expected to play an increasingly important role in Saudi Arabia’s economic diversification. MATARAT Holding Website: www.matarat.com.sa Image Credits: Moodie Davitt Report MATARAT Holding oversees and supports Saudi Arabia’s airport ecosystem through its subsidiaries and airport operating companies. Its role in transforming and developing the Kingdom’s airports creates career opportunities across aviation management, operations, technology, infrastructure and customer experience. The organisation describes itself as a place where professional opportunities can flourish and maintains a dedicated careers platform for prospective employees. MATARAT Holding ranked twelfth in LinkedIn’s 2025 Top Companies list for Saudi Arabia. Its employees have the opportunity to contribute to an aviation system that is becoming increasingly important to tourism, trade, connectivity and the wider objectives of Saudi Vision 2030. Mobily Website: www.mobily.com.sa Image Credits: PR Newswire Mobily, the commercial brand of Etihad Etisalat Company, provides employees with careers across telecommunications, digital services, technology, sales and customer experience. As the Kingdom’s digital economy expands, the company offers professionals exposure to areas such as networking, software development, information technology and digital customer solutions. Mobily ranked fourteenth in LinkedIn’s 2025 Top Companies list for Saudi Arabia, with sales, IT and customer-support functions among its largest employment areas. Its position within a fast-changing sector creates regular demand for new technical and commercial skills, making continuous learning and adaptability particularly important for employees building careers within the organisation. Panda Retail Company Website: www.panda.com.sa Image Credits: Panda Retail Company Official Website Panda Retail Company places a strong emphasis on belonging, internal progression and recognising the contribution of employees across its stores, offices and distribution centres. Its careers platform states that the company has more than 18,000 employees and highlights examples of team members who have been promoted from within the organisation. Panda describes its culture around ownership, teamwork, integrity, agility and customer excellence. The company also uses technical and behavioural competency frameworks during recruitment and development. For employees in retail, supply chain, logistics and store operations, this focus on internal opportunity can help create visible career pathways within one of Saudi Arabia’s largest retail organisations. Procter & Gamble Website: www.pg.com Image Credits: Logistics Middle East Procter & Gamble’s employee proposition centres on giving people responsibility and leadership opportunities from the beginning of their careers. Its “Day 1” model encourages employees to take ownership of meaningful assignments, contribute ideas and build experience through practical decision-making. The company also provides structured training intended to help employees become leaders in their respective functions. P&G ranked sixth in LinkedIn’s 2025 Top Companies list for Saudi Arabia. Employees can pursue roles across manufacturing, engineering, marketing, sales, research, finance, human resources and supply chain, making the organisation particularly relevant for professionals looking for cross-functional development within the consumer-goods sector. PwC Middle East Website: www.pwc.com/m1/en.html Image Credits: International Accounting Bulletin PwC Middle East combines client experience with structured technical training, coaching and mentorship. Its graduate programmes in Saudi Arabia support the development of communication, leadership and client-management skills while giving employees practical exposure to assurance, consulting, deals, tax and technology projects. PwC’s regional workforce operates across multiple Middle Eastern markets, creating opportunities for collaboration and mobility. The firm ranked eighth in LinkedIn’s 2025 Top Companies list for Saudi Arabia. Its “human-led, tech-powered” career positioning reflects an increasing emphasis on combining professional judgement with digital capabilities, helping employees prepare for changing client needs and more technology-enabled ways of working. Riyad Bank Website: www.riyadbank.com Image Credits: Official Website of Riyad Bank Riyad Bank has publicly positioned itself around becoming a “Bank of Choice for Employees,” supported by development, engagement and retention initiatives. Its programmes include on-the-job training for Saudi youth through Tamheer, performance-linked reward systems and compensation reviews benchmarked against the wider market. The bank also highlights human-capital development, employee wellbeing and diversity and inclusion within its responsible-banking approach. Riyad Bank ranked ninth in LinkedIn’s 2025 Top Companies list for Saudi Arabia. These initiatives help employees build financial-services expertise while also providing entry routes for young Saudi professionals seeking practical experience and long-term careers in banking. SABIC Website: www.sabic.com Image Credits: Official Website SABIC SABIC’s employee proposition focuses on career growth, open dialogue, belonging and meaningful work. The company describes dialogue as an important tool for building trust and helping employees develop throughout their careers. Its workforce includes people from more than 100 nationalities, and its careers framework highlights fair rewards, professional-development opportunities and an inclusive environment in which employees can contribute ideas. SABIC also provides early-career programmes, cooperative training and scholarships aimed at developing young Saudi talent. Employees can build careers across chemicals, engineering, manufacturing, innovation, sustainability and corporate functions within one of Saudi Arabia’s most internationally recognised industrial companies. Saudi Aramco Website: www.aramco.com Image Credits: AGSI Saudi Aramco combines extensive technical training with leadership, safety and early-career development. Its human-capital programmes prepare employees and future recruits for roles across engineering, operations, maintenance, administration, security and technology. The company’s Industrial Sponsorship Program, university internships and vocational-college opportunities help create employment pipelines for Saudi students and graduates. Aramco also places considerable emphasis on safe operations and continuous workforce capability building. It ranked second in LinkedIn’s 2025 Top Companies list for Saudi Arabia. The scale and technical complexity of its operations allow employees to build specialist knowledge while contributing to some of the Kingdom’s largest energy and industrial projects. Saudi Electricity Company Website: www.se.com.sa Image Credits: Official Website Saudi Electricity Company Saudi Electricity Company identifies investment in human capital as a central part of its employment approach. Its careers platform highlights structured onboarding, occupational health and safety standards, employee-development opportunities and periodic surveys used to measure employee satisfaction. Because the company operates critical national infrastructure, its workforce includes professionals across engineering, energy systems, technology, operations, customer services and corporate functions. The working environment requires consistent technical capability and a strong safety culture. By developing Saudi talent for specialised roles in electricity generation, transmission and distribution, the company also supports the long-term skills needed for the Kingdom’s changing energy landscape. Saudi National Bank Website: www.alahli.com Image Credits: The Finance 360 (LinkedIn) Saudi National Bank, commonly known as SNB, supports employees through structured training, wellbeing initiatives and competitive benefits. Its careers platform describes an environment focused on professional growth, innovation and excellence, with dedicated pathways for experienced professionals, graduates and emerging talent. The SNB Academy provides training and development programmes, while the bank states that it continually works to improve the employee experience and invest in staff wellbeing. Employees can pursue careers across retail banking, corporate banking, technology, risk, investments and operations. SNB’s scale gives professionals access to a broad financial-services environment with opportunities to develop both technical expertise and leadership capability. Saudia Website: www.saudia.com Image Credits: Indian Eagle Saudia offers career opportunities across airline operations, aviation services, customer experience, technology and corporate functions. Its group careers platform connects candidates with opportunities across Saudia Airlines, Saudia Private and other group companies, while the Saudi Academy provides a dedicated training component within the wider organisation. Employees working across the group contribute to an industry that requires high levels of technical knowledge, safety awareness, service quality and operational coordination. The organisation also maintains a talent community to connect prospective employees with relevant vacancies and career events. For Saudi aviation professionals, Saudia provides exposure to a large and internationally connected operating environment. stc Group Website: www.stc.com.sa Image Credits: Outsource Accelerator stc Group ranked first in LinkedIn’s 2025 Top Companies list for Saudi Arabia, which evaluates employers on factors including skills growth, career progression and long-term career opportunity. The company provides multiple entry and development routes, including cooperative training, a Talent Incubation Program, fresh-graduate opportunities, scholarships and programmes for experienced professionals. Employees can pursue careers across telecommunications, cybersecurity, digital infrastructure, fintech, software, customer experience and emerging technologies. As stc continues its transformation from a traditional telecommunications provider into a wider digital group, employees are gaining opportunities to build capabilities that extend beyond connectivity into a broader technology and digital-services ecosystem. Sources and Methodology The companies were selected using publicly available material reviewed in July 2026. Sources included official corporate websites, careers portals, annual and sustainability disclosures and LinkedIn’s 2025 Top Companies list for Saudi Arabia. Al Rajhi Bank: Official careers portal and 2025 learning and development disclosures. Almarai: Official 2025 annual-report employee talent and development disclosures. Bupa Arabia: Official company information and LinkedIn Top Companies 2025. Ceer: Official careers and workforce-development announcements and LinkedIn Top Companies 2025. Elm Company: Official company and careers information and LinkedIn Top Companies 2025. EY Saudi Arabia: Official EY careers information and LinkedIn Top Companies 2025. IBM Saudi Arabia: Official IBM careers information and LinkedIn Top Companies 2025. Ma’aden: Official Ma’aden careers and Professional Development Program information. MATARAT Holding: Official MATARAT website and LinkedIn Top Companies 2025. Mobily: Official careers portal and LinkedIn Top Companies 2025. Panda Retail Company: Official Panda careers and workplace-culture information. Procter & Gamble: Official P&G careers information and LinkedIn Top Companies 2025. PwC Middle East: Official careers and Saudi graduate-programme information and LinkedIn Top Companies 2025. Riyad Bank: Official annual-report and ESG career information and LinkedIn Top Companies 2025. SABIC: Official SABIC careers and early-career programme information. Saudi Aramco: Official human-capital development information and LinkedIn Top Companies 2025. Saudi Electricity Company: Official careers and employee-experience information. Saudi National Bank: Official SNB careers, wellbeing and development information. Saudia: Official Saudia Group careers portal and Saudi Academy information. stc Group: Official stc careers and development-programme information and LinkedIn Top Companies 2025.