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Dr. Danny Wong, Founder & Managing Director, BREGO Life Sciences, shares with Employee Happiness Daily how the organisation is building a purpose-driven culture where patient impact, innovation, and people development come together in meaningful ways. | April 2026 Edition The Happiness Perspective Purpose becomes powerful when it is visible Innovation works best when paired with responsibility Internal growth strengthens cultural continuity Learning builds both skill and confidence Shared purpose connects diverse roles Recognition reinforces belonging A people-first culture drives sustainable impact Dr. Danny Wong, Founder & Managing Director, BREGO Life Sciences In healthcare, purpose is not something that needs to be manufactured, it already exists in the work itself. The real challenge is helping people stay connected to it, even in the middle of everyday responsibilities. At BREGO Life Sciences, that connection is intentional. As Dr. Danny Wong explains, “our purpose is rooted in providing innovative solutions focusing on enhancing people’s lives,” and that purpose is not left at a conceptual level. It is reinforced through outcomes, conversations, and everyday work. When Purpose Becomes Visible Rather than simply talking about impact, BREGO makes it visible. Employees see it in the success of products like Mobithron® Advance and Bionerv®, which have not only grown in the market but have also made a measurable difference in patients’ lives. That visibility changes how people experience their roles. Work is no longer just about tasks or targets, it becomes something more tangible. As Dr. Danny puts it, “these outcomes reinforce that our purpose is not just a statement, but a shared belief that drives our people and translates into real results.” When people can clearly see the outcome of their efforts, motivation tends to follow naturally. When employees understand how their roles contribute to better healthcare outcomes, they don’t just work, they care. Creativity, With a Sense of Responsibility Innovation at BREGO does not sit in a separate function. It shows up in how teams think, collaborate, and approach problems. There is space for ideas, but always anchored in responsibility. Guided by its purpose to enhance patient care, BREGO actively collaborates with healthcare professionals to better understand and meet real patient needs. This close connection ensures innovation is shaped by practical realities and ethical standards. As BREGO puts it, “Guided by our purpose to continuously enhance patient care and ensure that our contributions make a meaningful difference in the communities we serve, we actively collaborate with healthcare professionals to better understand and meet patients’ needs. This close connection to the field empowers employees to think creatively while remaining mindful of the responsibilities that come with operating in the healthcare space.” This approach fosters creativity with intent, supported by open dialogue and grounded in passion, integrity, and accountability. The BREGO Sales Academy plays a key role here. It ensures that employees are not only confident in their ideas, but also equipped with the technical knowledge and industry standards required to execute them responsibly. At the same time, collaboration with healthcare professionals keeps teams closely connected to real patient needs. This proximity helps employees think creatively, but with purpose. Growing, Without Losing What Matters As BREGO has expanded, one question has remained central: how to grow without losing its identity? The answer has been to invest deeply in people. Development is not treated as a separate function, but as part of the organisation’s growth strategy. Over the past decade, 74% of leadership roles have been filled internally. This is not just a statistic, it reflects a deliberate approach to building continuity. Leaders who grow within the organisation carry forward its values, ensuring that growth does not dilute culture. Dr. Danny emphasises that “sustainable growth begins with our people,” and that belief shows up in how opportunities are created and how talent is recognised. Learning as a Continuous Journey At BREGO, learning is not confined to formal training sessions. It is embedded into how employees grow over time. From MBA scholarships and certification programmes to mentoring initiatives and weekly communication classes, development is approached holistically. The goal is not only to build capability, but also confidence. The BREGO Future Leader Track further reinforces this, preparing high-potential employees for leadership roles early in their journey. This consistent investment creates a workplace where growth feels real, not promised. Different Roles, One Direction In a field like healthcare, collaboration across functions is essential. Yet, teams often operate in very different ways. BREGO addresses this by constantly reinforcing a shared purpose. Regardless of role, employees understand they are working towards the same outcome - improving lives. To support this, the organisation creates opportunities for connection beyond daily work. Team-building activities and company-wide events help employees build relationships that go beyond functional boundaries. Leadership plays a visible role in this, encouraging openness and ensuring that collaboration is not just expected, but actively practised. A Culture That Feels Personal For someone stepping into BREGO for the first time, the culture is likely to feel unexpectedly warm. There is a strong sense of belonging, where people support one another and celebrate progress together. While performance expectations remain high, recognition is equally present, whether through engagement initiatives or incentive programmes. Dr. Danny describes it as a workplace where people are “connected, valued, and motivated as part of a shared journey.” And perhaps that is what stands out most. In an industry defined by precision and performance, BREGO has managed to build something equally important - a culture that feels human.

Cheng Jie Sheng, CEO, Macross Consultancy (M) Sdn Bhd shares how the firm nurtures a high-performance culture while ensuring employees feel supported, valued, and empowered to grow in a fast-paced consulting environment. | April 2026 Edition The Happiness Perspective Clear benchmarks create accountability Mentorship drives long-term growth Knowledge sharing builds adaptability Strong communication keeps teams agile Fun and bonding strengthen collaboration Flexibility supports sustainable performance Teamwork creates a sense of belonging Cheng Jie Sheng, CEO, Macross Consultancy (M) Sdn Bhd In the professional services industry, where teams work closely with clients and their business challenges, maintaining high performance while caring for people can be a delicate balance. At Macross Consultancy, CEO Cheng Jie Sheng believes that strong results come from a culture where accountability and support exist together, not separately. Building Accountability with Support He explains that the organization has built its culture around clarity, structure, and continuous development. Employees are guided by a structured benchmarking system that sets clear expectations for performance, ensuring that everyone understands their responsibilities and goals. At the same time, the company places equal emphasis on mentoring and personal growth through quarterly mentor-mentee sessions, where employees receive guidance not only on their work but also on their professional and personal development. As Cheng shares, “Accountability and support must go hand in hand to build a sustainable high-performance culture.” As Cheng says, The balance of structure, support, and recognition enables our employees to take ownership of their work while feeling valued as individuals. Learning Through Diverse Client Work Because Macross works with companies at different stages, from startups to established organizations, employees must constantly adapt to new situations. Cheng explains that this diversity shapes the way the company hires, trains, and develops its people. The firm encourages a strong culture of knowledge sharing, with Heads of Departments actively guiding their teams through structured training sessions while also sharing real client experiences across departments. These discussions allow employees to learn from practical cases and apply insights effectively in similar situations. As Cheng explains, “Even for junior team members with limited experience, with the right attitude and exposure, they can quickly adapt and develop.” Employees follow a structured progression path from junior roles to senior, and eventually to managerial and leadership positions. Staying Agile in a Fast-Moving Environment In consulting, where clients expect quick answers and reliable advice, staying responsive without overwhelming employees is essential. Cheng notes that clear communication and structured coordination help teams remain efficient even in fast-changing situations. Regular training and meetings led by department heads ensure that employees stay aligned with client expectations, technical updates, and industry developments. In addition, bi-weekly discussions among top management and the marketing team support timely decision-making and stronger cross-functional collaboration. “These structured touchpoints provide clarity, reduce miscommunication, and help teams prioritise effectively,” Cheng says, adding that organised processes allow the team to stay agile without unnecessary stress. A Workplace That Works Hard and Plays Harder Alongside performance, Macross places strong emphasis on creating an enjoyable and engaging workplace. The company promotes what Cheng describes as a “work hard, play hard” culture, supported by both the office environment and team-building initiatives. Within the office, employees have access to facilities such as a pool table, Nintendo Switch, and even a karaoke room, giving them opportunities to relax and recharge during busy periods. Team funds are also allocated for activities like lunches and bonding sessions, helping strengthen relationships across departments. The company also encourages collaboration through simple but effective practices, such as assigning different teams each month to manage pantry supplies. This small responsibility promotes teamwork and shared ownership in daily operations. During non-peak periods, activities such as badminton and pickleball nights are organised, creating more opportunities for employees to connect outside of work. Flexibility for Sustainable Performance In consulting roles where pressure to perform can be constant, Macross focuses on creating a work culture that supports long-term wellbeing. Cheng explains that flexibility and trust are key to maintaining sustainable performance. Flexible working hours within a 40-hour work week allow employees to manage their schedules while remaining accountable for results. The company also offers a work-from-home option every Friday, giving employees more balance without affecting productivity. In addition, Macross follows an unlimited leave policy, allowing employees to take time off when needed, while coordinating with their teams to ensure continuity of work. Creating Belonging from Day One For new employees joining the organisation, the leadership team wants the first few weeks to reflect the supportive culture that defines Macross. The company follows the belief of “Together We Grow,” a philosophy that emphasises collective success. New joiners are assigned buddies who guide them through their early days, introduce them to colleagues, and help them settle into their roles with confidence. Buddies also help new employees build connections across departments, making integration smoother. Cheng explains that these early experiences shape how employees see the company and their place within it. As he puts it, “From the start, we want every employee to feel valued, connected, and empowered.” For Macross Consultancy, building a strong workplace culture is not about a single initiative, but about consistently creating an environment where people can perform, grow, and succeed together.

Serene Toh, Senior Director – Human Resources, Razer Inc., shares how the company channels its gaming DNA into a high-performance culture, balancing speed, innovation, and employee growth across a global workforce. | April 2026 Edition Happiness Perspective • Passion-led cultures create energy and ownership • Clarity of priorities reduces pressure and improves performance • Shared outcomes build unity across global teams • Real work accelerates meaningful learning and growth • Strong teams win through trust, not individual performance • Recognition reinforces culture at scale • Future-ready workplaces balance AI, people, and purpose Serene Toh, Senior Director – Human Resources, Razer Inc. Built by Gamers, Powered by Culture At Razer, culture is not something designed in hindsight, it is intrinsic to who the company is. With a brand rooted deeply in gaming, the same passion that drives its products also shapes its workplace. “Our culture starts with who we are – gamers ourselves,” says Serene Toh. The company’s well-known philosophy, For Gamers. By Gamers (FGBG), goes beyond branding. It reflects how teams think, collaborate, and perform daily. This identity is translated into the workplace through core values such as Be Phenomenal, One Razer, and Play Hard. Play Fair. These are not abstract ideas but are embedded into hiring decisions, goal setting, and leadership practices. The result is a fast-paced, collaborative environment where ownership and continuous improvement are expected. At the same time, performance is not pursued at the cost of wellbeing. As Serene explains, the focus is on “building a culture where people are energized, held to a high bar, and perform as one team.” Speed with Clarity, Not Chaos In an industry defined by rapid change, maintaining momentum without overwhelming employees requires a clear sense of direction. At Razer, the challenge is not speed, but focus. “Speed isn’t the challenge, a lack of focus is,” Serene notes. When teams are aligned around clear strategic priorities, they are able to move quickly with purpose. Employees understand what matters most and how their work contributes, making decision-making more effective and pressure more manageable. The outcome is a workplace that balances ambition with structure, where employees can deliver at a high standard while managing their workload effectively. This balance is central to Razer’s employee value proposition: being both “a Great Place to Work and a Place to Do Great Work.” One Team, Across Borders With a global workforce operating across multiple time zones, building a unified culture requires intentional effort. For Razer, “One Team Razer” is not a slogan, it is a system. “One Team Razer doesn’t happen by accident, it’s built intentionally,” Serene explains. The organisation focuses on aligning teams around shared outcomes rather than enforcing identical ways of working. A “think globally, act locally” approach allows strategic priorities to be set centrally, while regions are empowered to execute in ways that suit their specific contexts. Consistent communication, shared collaboration platforms, and visible leadership ensure that employees remain connected despite geographical distance. When individuals understand how their work contributes to a broader global effort, it creates a sense of shared ownership. Growth Through Real Work In a fast-evolving industry, traditional approaches to learning are often insufficient. At Razer, development is closely tied to real-world challenges. “We anchor employee development in meaningful work,” shares Serene. Employees are given opportunities to work on industry-first products, explore new markets, and build capabilities in emerging areas such as AI. Initiatives such as AI enablement reimbursement further support continuous learning. The goal is clear: to create an environment where growth is driven by impact, allowing employees to build meaningful careers rather than simply occupy roles. Speed isn’t the challenge, a lack of focus is. When people know what matters most, they can move quickly with intent and deliver meaningful impact. Lessons from Gaming: Winning Together Gaming culture itself offers valuable insights into teamwork and leadership. At its core, gaming is about performance, strategy, and collaboration, principles that Razer brings into its workplace. However, success is never individual. Just as in gaming, outcomes depend on clear roles, trust, and collaboration. Teams are encouraged to support one another, maintain integrity, and avoid shortcuts, even under pressure. “High-performing teams win together, and when we do, we celebrate as one,” she adds, reinforcing the collective nature of success. The Future: Navigating the Human-AI Era Looking ahead, Serene believes the definition of a successful workplace is shifting. The rise of AI is transforming not only how work is done, but how value is created. “AI is no longer just a tool, it’s reshaping how work is done,” she says. The real differentiator will be the ability to translate technology into meaningful outcomes while exercising sound judgment. This will require adaptability, continuous learning, and leadership that can bring clarity to complexity. At the same time, organisations will be expected to operate sustainably and responsibly. “The organisations that succeed will align technology, people, and purpose,” Serene concludes, highlighting the balance required to thrive in the years ahead.

Ir. Dr. Kwadwo “Joe” K. Ansah-Antwi, CEO & Founder, BioMetallica Pte Ltd talks about building a people-first deep-tech culture, and how contribution-based leadership keep teams motivated in a fast-growing scientific organisation. | April 2026 Edition Ir. Dr. Kwadwo “Joe” K. Ansah-Antwi, CEO & Founder, BioMetallica Pte Ltd At BioMetallica, innovation is closely tied to the company’s environmental mission. As Joe explains, “innovation and purpose are inseparable because the problem we are solving is inherently meaningful, recovering critical metals from waste in a more sustainable way.” He believes that people stay motivated when they clearly understand both the scientific and environmental impact of their work. “Transparency is key,” he says, noting that employees are kept informed about partnerships, risks, and milestones. When team members see how their experiments or engineering decisions help transform waste into valuable resources. Culture Should Never Be Accidental As the company grows, BioMetallica has been intentional about shaping its culture. Joe shares that the organisation follows a “founder-accountable, people-first model,” where culture is designed across the entire employee lifecycle. He emphasises that hiring is deliberate and roles are defined by contribution rather than hierarchy. “Culture should never be accidental,” he explains, adding that the company uses modular team structures instead of rigid departments so that employees can move across projects as the business evolves. Connecting Daily Work to a Larger Mission For many employees, the biggest source of motivation is knowing their work has real impact. “We consistently communicate the broader context,” he explains, including the importance of precious metals in renewable energy and the role of urban mining in the circular economy. When people see the larger picture, “they view their roles not simply as jobs but as contributions to a global sustainability effort.” Innovation is not pushed from the top, it grows from the team when people clearly see the purpose behind their work and the impact they create. Meritocracy Without Ego Innovation at BioMetallica depends on collaboration between scientists, engineers, and business teams. To support this, the company encourages “radical transparency and bidirectional communication,” where ideas can move freely across levels. Joe believes the most important practice has been what he calls “meritocracy without ego.” Every role, including leadership, must be justified by contribution. This creates what he describes as “a strong challenge culture where good ideas win regardless of who proposes them.” At the same time, he stresses the importance of humane leadership. Avoiding performative hustle culture, respecting personal circumstances, and supporting continuous learning ensures that engagement remains sustainable. For him, the goal is to build a culture where contribution matters more than hierarchy, and where every individual understands the impact of their work. In such an environment, he believes, “innovation is not pushed from the top, it grows from the team.”

| April 2026 Edition Happiness Takeaways Purpose fuels performance Flexibility with structure wins Inclusion in action, not intent Wellbeing built into the system Local ideas, global impact At a time when organisations are still defining what employee happiness truly means, Watson-Marlow Fluid Technology Solutions (WMFTS) is already living it, through purpose-led culture, inclusive action, and deeply human workplace design. Across its APAC operations, with Singapore at the helm, WMFTS has built more than just policies, it has created an environment where employees feel seen, supported, and inspired to contribute meaningfully. Whether it’s aligning individual purpose to organisational goals or enabling flexibility without compromising performance, the organisation’s approach reflects one clear belief: when people thrive, business follows. As a finalist in the Employee Happiness Awards 2026 for Best Company to Work For – Medium and Best Diversity & Inclusion Program, WMFTS presents a compelling case of how culture, when done right, becomes a competitive advantage. A Purpose-Driven Culture At the heart of WMFTS’ transformation lies its “Work with Purpose” campaign, an initiative designed to align individual motivations with team and organisational goals. Launched in late 2022, the campaign achieved 100% employee participation, demonstrating strong cultural adoption. The framework connects three layers: organisational, team, and individual purpose, creating alignment across the business. While organisational purpose drives global impact, team purpose shapes collaboration, and individual purpose fuels personal motivation and meaning at work. This alignment has led to improved engagement, stronger collaboration, and a deeper sense of meaning in everyday work. Employees are not just performing tasks, they understand why they matter. Measuring Impact: A Stable and Engaged Workforce WMFTS’ people-first strategy is reflected in its workforce metrics across APAC: Workforce Overview (APAC) Metric 2021 2022 2023 Annual Voluntary Attrition 13% 9.9% 9.6% These numbers point to a relatively stable workforce with strong retention, particularly when isolating voluntary attrition, indicating employee satisfaction and engagement. Flexibility as a Foundation, Not a Perk WMFTS has embedded flexibility into its operating model through structured yet adaptable policies. Employees benefit from Flex Time, offering multiple working hour options with defined core hours, alongside a Flex Workplace model that enables hybrid working while maintaining in-office collaboration. For more dynamic needs, Everyday Flexibility allows case-by-case adjustments to support personal or professional priorities. This is further strengthened by home office reimbursements (up to GBP 150 every two years), monthly internet and mobile support, and ergonomic workspace provisions. Together, these initiatives ensure flexibility is equitable, structured, and sustainable, supporting both productivity and employee wellbeing. This approach ensures flexibility is equitable, structured, and sustainable, supporting both productivity and wellbeing. Inclusion in Action: From Policy to Practice WMFTS’ inclusion strategy is comprehensive, spanning policies, partnerships, and behavioural change. Its Group Inclusion Commitments reflect a progressive and human-centric approach: Key Inclusion Policies Initiative Details Gender-Neutral Parental Leave 16 weeks, flexible over 24 months GIC Leave (15 days) Covers caregiving, mental health, pregnancy loss, domestic abuse Hybrid Inclusion Policies enabling diverse work styles Monthly Inclusion Themes Topics from LGBTQ+ to mental health awareness Beyond policy, the company actively drives inclusion through diversity hiring initiatives, including PWD employment and second-chance hiring via the Yellow Ribbon programme, while fostering connection through colleague networks such as a strong APAC Women’s Network. These efforts are further reinforced by global awareness campaigns aligned with key inclusion events, ensuring inclusion is continuously visible, relevant, and embedded in everyday workplace culture. Singapore: The Engine of Inclusion and Innovation Singapore plays a critical role as WMFTS’ APAC headquarters and innovation hub for people practices. Several standout initiatives originate here: Inclusive Hiring & Partnerships WMFTS advances inclusion through strategic partnerships like TomoWork, supporting students with special educational needs (SEN). This is complemented by internship and accelerator programmes that improve employability and workplace integration, alongside real-world projects such as warehouse optimisation, where diverse talent contributes meaningfully. Mental Health & Wellbeing Partnership with Intellect providing: 1:1 coaching sessions Clinical mental health support 24/7 distress helpline Measurable Outcomes These initiatives are reinforced by strong outcomes, including 70+ hours of DEI and wellbeing training in 2024, improved inclusion scores in engagement surveys, and progress towards gender-balanced leadership. Purpose is not what we say. It’s what people feel when they come to work. Learning, Growth, and Career Development WMFTS invests heavily in structured development through initiatives like the Development Festival, which combines leadership panels, skill-building workshops, and collaborative learning. Training Framework Highlights: WMFTS’ training framework is designed to build well-rounded capabilities across all levels, focusing on leadership development from new to senior managers, technical and functional upskilling, and mindset training that emphasises resilience and a growth mindset. This is complemented by strengthening core capabilities such as communication and emotional intelligence, enabling employees to perform, adapt, and lead effectively. This multi-layered approach ensures employees are continuously learning, adapting, and growing. Building Community and Belonging Beyond the workplace, WMFTS fosters connection through volunteering and sustainability initiatives, Employee Assistance Programmes (EAP), and recognition platforms supported by thoughtful onboarding experiences. Together, these efforts reinforce a culture where employees feel supported both professionally and personally. Conclusion Watson-Marlow Fluid Technology Solutions has successfully built a workplace where purpose drives performance, inclusion fuels innovation, and flexibility enables sustainability. Its holistic approach, combining data-driven strategies, inclusive policies, and meaningful employee engagement, positions it as a strong contender for both Best Company to Work For and Best Diversity & Inclusion Program. More importantly, WMFTS demonstrates that employee happiness is not a standalone initiative, it is the result of intentional, consistent, and human-centric design.

| April 2026 Edition A Movement Born from a Vision In a world that is constantly redefining the meaning of work, one truth has steadily risen above the rest: organizations that prioritize people, thrive. The Employee Happiness Awards (EHA) was born at a time when this belief was beginning to take shape at a national level. In Dubai, under the forward-thinking Happiness Agenda, the idea of embedding wellbeing into governance, workplaces, and everyday life was no longer aspirational, it was actionable. It was at this moment, in 2023, that the first edition of the Employee Happiness Awards took root. What began as a regional initiative quickly became something far more powerful, a movement designed to reframe how success is measured in the workplace. From day one, the ambition was clear: to go beyond recognition and create a platform that inspires transformation. By the Numbers: A Growing Global Benchmark What started as a single-market initiative has rapidly evolved into a global benchmark for workplace excellence. Impact Metric Global Milestone Companies Participated 500+ organizations Winners Recognised 150+ winners across categories Countries Covered UAE, KSA, Singapore, Malaysia, South Africa Annual Submissions 380+ submissions in UAE alone (2025) Categories 25+ evolving categories These numbers tell a story beyond scale, they reflect trust. A growing number of organizations are not just participating, but returning year after year, using the awards as a benchmark for progress and cultural evolution. The Companies That Define the Stage From emerging startups to global giants, the Employee Happiness Awards has attracted organizations that are shaping the future of work. Over the years, the platform has seen participation and recognition from companies such as Deloitte Middle East, Etihad Airways, dnata, Flyanas, Radisson Hotel Group, DHL Global Forwarding, Emirates NBD, Bacardi, Gulf International Bank, Medtronic and many more. Each of these organizations represents a different industry, a different scale, and a different approach to employee experience, yet all converge on a shared philosophy of putting people first. Their presence reinforces the awards’ credibility as a transparent and trusted recognition, defined by fairness, rigour, and a commitment to celebrating integrity-led workplaces across industries. Beyond Borders: A Truly Global Journey The expansion of the Employee Happiness Awards has been both intentional and organic. After establishing a strong foundation in the UAE, the awards extended into Saudi Arabia, where a rapidly transforming workforce landscape aligned naturally with the philosophy of employee wellbeing. This was followed by Southeast Asia, with Singapore and Malaysia emerging as dynamic ecosystems of progressive workplaces. With the launch in South Africa, the awards have now stepped confidently onto the global stage, bringing together diverse cultural perspectives under one shared purpose. Despite geographical differences, the underlying narrative remains consistent, organizations everywhere are seeking to build workplaces where people feel valued, supported, and inspired. The Power Behind the Platform: A Global Jury of Experts At the heart of the awards lies its credibility, anchored by a distinguished global jury panel. Year after year, the Employee Happiness Awards has brought together an accomplished collective of Chief Human Resources Officers, Chief People Officers, organisational psychologists, and HR industry pioneers. These are individuals who are not only observers of workplace trends but active architects of them. Their continued association with the awards creates both consistency and evolution. Companies are evaluated through a lens that is rigorous, informed, and deeply contextual, ensuring that recognition is meaningful and globally relevant. For participants, this process itself becomes a learning experience, one that often sparks internal conversations long after the awards conclude. More Than an Award: A Year-Round Cultural Checkpoint For many organizations, the Employee Happiness Awards has evolved into far more than a moment of recognition. It has become a yearly checkpoint, a structured opportunity to reflect, reassess, and realign. Organizations return not just with the intent to compete, but with a renewed commitment to improve. Over time, this repetition has led to measurable cultural shifts, where employee wellbeing is no longer treated as an initiative, but as a core business priority. Teams become more engaged, leadership becomes more empathetic, and organizations become more intentional about the environments they create. In this way, EHA do not merely celebrate excellence, they actively cultivate it. Building an Ecosystem Where Excellence Inspires Excellence One of the most powerful outcomes of the Employee Happiness Awards has been the ecosystem it has created. What began as an awards platform has grown into a thriving community of organizations and leaders who are committed to continuous improvement. This exchange of knowledge has transformed the awards into a space where learning is as valuable as winning. Today, best practices are no longer confined by geography. Insights travel across borders, allowing organizations in one part of the world to draw inspiration from another, creating a truly global dialogue around employee experience. Employee Happiness Daily: Extending the Conversation It is from this very spirit of continuous dialogue that Employee Happiness Daily was born. Recognizing that the conversation around employee happiness should extend beyond a single event, this platform was created to sustain engagement throughout the year. It brings together voices from across countries and industries, offering insights, stories, and perspectives that deepen the understanding of workplace wellbeing. Employee Happiness Daily transforms recognition into an ongoing narrative, one that informs, connects, and inspires a global audience. It ensures that the impact of the awards does not end with the gala, but continues to evolve through shared knowledge and collective progress. Beyond the scale, beyond the recognition, lies the most important outcome, the human impact. For employees, being part of a recognized organization fosters pride, belonging, and motivation. It reinforces the idea that their wellbeing is valued and that their contributions matter. For organizations, this translates into stronger engagement, higher retention, and a culture that attracts and nurtures talent. Over time, these shifts create workplaces that are not only more productive, but also more meaningful. Across borders and cultures, one truth connects us: when people feel valued, they thrive. The Gala: Where a Global Community Comes Together At the heart of the Employee Happiness Awards lies the gala, a powerful convergence of HR leaders and culture champions from across regions. With over 250 attendees at each edition, and some gatherings crossing 500, it brings together some of the most forward-thinking HR minds in the industry. More than a celebration, it is a space for meaningful exchange, where ideas are shared, perspectives evolve, and a global community of people-first leaders continues to grow. A Movement That’s Only Just Beginning From its beginnings in Dubai to its growing presence across continents, the Employee Happiness Awards represents more than growth, it represents a shift in how the world understands work. It is a reminder that while strategies, technologies, and markets will continue to evolve, the essence of work will always remain human. And when people thrive, organizations do too. As the movement continues to expand into new regions and reach new audiences, one thing remains certain. This is only the beginning.

Dr Christina Tiong, Chief Executive Officer, Home Nursing Foundation, shares how the organisation nurtures resilience, compassion, and wellbeing among teams delivering deeply personal care in community settings. | April 2026 Edition Happiness Perspective • Wellbeing support must be holistic, practical, and continuous • Compassionate care starts with emotionally supported teams • Autonomy works best when balanced with strong team connection • Purpose alone is not enough, consistent engagement sustains it • Community-based work builds deeper trust and human connection • A culture of care must include both patients and employees In home healthcare, the line between professional responsibility and human emotion is often blurred. Teams step into patients’ homes, supporting individuals and families through some of their most vulnerable moments. For Dr Christina Tiong, Chief Executive Officer at Home Nursing Foundation (HNF), this reality makes one thing clear: caring for caregivers is not optional, it is essential. She acknowledges that while the work is deeply meaningful, it can also be physically and emotionally demanding. “We recognise that this can take a toll over time,” she explains. To address this, HNF has built a holistic and preventive approach to employee wellbeing, ensuring support extends beyond the workplace. From a comprehensive Employee Assistance Programme that includes life coaching, mindfulness, and financial guidance, to regular engagement touchpoints, the organisation ensures that no employee feels isolated. Peer support also plays a critical role, with staff-led wellness activities creating space for shared experiences and mutual encouragement. As Dr Tiong puts it, “We believe that caring for others begins with caring for ourselves.” It is this philosophy that enables teams to remain resilient while continuing to deliver compassionate care. Dr Christina Tiong, Chief Executive Officer, Home Nursing Foundation We believe that caring for others begins with caring for ourselves, and we actively create an environment where staff can stay resilient, compassionate, and well. A Culture Shaped by the Community Unlike traditional healthcare settings, HNF’s teams operate within patients’ homes and communities. This unique environment naturally shapes the organisation’s culture. Every home presents a different reality, requiring employees to balance clinical expertise with emotional sensitivity. Dr Tiong notes that this has led to a culture grounded in trust, respect, and adaptability. Employees are empowered to make decisions independently, yet remain connected through strong teamwork and shared initiatives. “Our staff must be both clinically competent and emotionally attuned,” she explains, highlighting the dual responsibility that defines their roles. To maintain this balance, HNF invests in wellness programmes and engagement activities that foster camaraderie across teams. The result is a workplace where autonomy does not lead to isolation, but is complemented by a strong sense of belonging. Sustaining Purpose Over Time In mission-driven organisations, purpose often attracts people, but sustaining motivation requires consistent effort. At HNF, engagement is built through a combination of flexibility, recognition, and meaningful connection. Flexible work arrangements and comprehensive benefits allow employees to manage their personal wellbeing alongside professional responsibilities. A gamified wellness system encourages participation in healthy activities, while initiatives such as Wellness Day and team bonding sessions create moments of connection. Dr Tiong emphasises that these efforts are intentional. “When employees feel cared for holistically, they stay motivated and connected to the purpose of their work,” she says. These touchpoints serve as reminders that while the work may be demanding, employees are part of a supportive and appreciative community. The HNF Experience For those considering a career in healthcare or community care, HNF offers more than just a role, it offers a sense of belonging. Dr Tiong describes the organisation as a place where care extends equally to patients and employees. From the very beginning, onboarding processes introduce mindfulness and self-care practices, setting the tone for a supportive environment. “What sets HNF apart is our strong culture of care, not just for patients, but for our people,” she shares. This commitment to psychological safety and continuous support ensures that employees feel valued, heard, and empowered throughout their journey.

Ruth Kerr, Head of People & Culture, PropertyGuru Group, shares how the organisation balances agility and purpose, helping employees stay connected, engaged, and inspired in a fast-evolving digital ecosystem. | April 2026 Edition Happiness Perspective • Purpose anchors employees through constant change • Continuous learning builds confidence in uncertain environments • Shared experiences strengthen belonging across geographies • Customer stories connect daily work to real impact • Recognition reinforces meaning and contribution • Listening-led culture drives sustained engagement Ruth Kerr, Head of People & Culture, PropertyGuru Group Leading Through Change with Purpose In a fast-moving digital and real estate landscape, change is not an occasional disruption, it is a constant. At PropertyGuru Group, this reality is embraced as a defining part of its culture. For Ruth Kerr, Head of People & Culture, the foundation lies in a simple but powerful belief. “Create What’s Next reflects that change is not only inevitable, but something we must actively harness,” she explains. Rather than viewing change as uncertainty, the organisation positions it as opportunity. This is supported by a strong sense of purpose that anchors employees, or “Gurus,” even as the business evolves. Continuous learning plays a central role, equipping teams with future-ready skills, while open communication ensures that employees feel supported and confident navigating transitions. Leadership, too, is intentionally shaped around this mindset. As Kerr shares, the focus is on developing leaders who can “encourage Gurus to embrace innovation, experiment with new ideas, and share their learnings across teams.” Small wins are celebrated, contributions are recognised, and growth opportunities are consistently created, ensuring agility never comes at the cost of connection. Create What’s Next reflects that change is not only inevitable, but something we must actively harness, while staying grounded in our shared purpose. Building Belonging Across Borders With teams spread across multiple countries and functions, fostering a shared identity requires more than communication, it requires intentional design. At PropertyGuru, this comes to life through its employee value proposition, Be More, Be A Guru, which connects people across the organisation through shared experiences and moments that matter. The company’s vision, mission, and values are not just stated, but actively reinforced through company-wide initiatives and regular touchpoints. Kerr highlights the importance of creating spaces where employees can align and engage meaningfully. “We invest in robust internal communication initiatives, including regular tentpole events that provide Gurus a venue to come together and understand their role in our direction,” she notes. Inclusive communication further strengthens this sense of belonging, ensuring that every employee has the opportunity to contribute ideas, learn from others, and celebrate success together. By recognising the unique strengths of different teams while reinforcing a shared purpose, PropertyGuru creates an environment where employees feel both valued and connected. Connecting Work to Real Impact In a business that helps people make one of life’s most important decisions, finding a home, meaning is deeply embedded in the work itself. The challenge, however, lies in making that impact visible to every employee. PropertyGuru addresses this by consistently bringing customer stories to the forefront. Through town halls, newsletters, and internal platforms, employees are reminded of how their work directly influences people and communities. “We intentionally show how what we do makes a real difference,” Kerr explains. By sharing real experiences and outcomes, employees are able to see how their contributions, whether through product, data, or insights, shape meaningful life moments. Initiatives like the Everyone Welcome feature further reinforce this connection by championing inclusivity in the home search journey. Recognition also plays a critical role. By celebrating achievements, both big and small, the organisation ensures that every Guru understands the value of their contribution and its link to the broader mission. Designing Everyday Engagement Engagement at PropertyGuru is not treated as a one-time initiative, but as an evolving experience shaped by employee feedback. Regular pulse surveys and open forums allow the organisation to stay closely aligned with the needs of its people. Flexible work arrangements, wellness programmes, and learning opportunities are continuously refined to support both personal and professional growth. One example is “Thrive Thursdays” in Singapore, where employees come together for activities such as breakfasts, sports sessions, and informal gatherings. These moments create space for connection, helping teams recharge and strengthen relationships. Equally important are platforms for dialogue. “Roundtables and fireside chats provide a safe space for Gurus to voice their opinions and concerns with our leadership,” Kerr shares. This emphasis on listening ensures that employees feel heard, supported, and empowered.

Kristina Vaneva,  Employee Experience Professional and Founder of Beyond Plus, explores how workplaces are shaped through everyday moments, shared responsibility, and intentional design across environments and experiences. | Written by Kristina Vaneva Launching my column in the first issue of Employee Happiness Daily feels like the right moment to pause and ask a fundamental question:  what does work actually feel like for the people living it every day?  Not in theory. Not in strategy presentations. But in the ordinary moments that quietly shape our experience of working life. This first column is intentionally broad. In the months ahead, I will explore specific topics in depth: leadership, wellbeing, trust, growth, culture, performance, and positive psychology. For now, however, it is important to step back and look at the whole system. Because employee happiness is the result of many small, interconnected choices that shape the experience of work over time. I know from first-hand experience that people stay in organizations because the experience of working there makes sense, feels human, and aligns with who they are and who they want to become. And sometimes, yes, simply because of a paycheck, but we will get to that another time. That experience is influenced by the environments people operate in every day. The physical, technological, and cultural environments together create the conditions in which people either thrive or slowly disengage. The physical environment is often the most obvious place to start. Offices, factories, retail spaces, hospitals, and remote setups all send signals about what is valued. Are people given spaces that support focus, collaboration, rest, and connection? Is safety taken seriously? Is flexibility designed into how and where work happens? Is the organization WELL or LEED certified? A poorly designed physical environment quietly drains energy and motivation. A thoughtful one removes friction and supports people without drawing attention to itself. Closely connected to this is the technological environment. The tools and systems people use daily shape how work feels just as much as where it happens. When systems are outdated, overly complex, or introduced without explanation, they communicate something else entirely. They suggest that productivity matters more than experience. Over time, that message erodes trust. All of this sits within the cultural environment, which is both the most powerful and the most fragile. Culture is defined by behavior. How decisions are made. How mistakes are treated. How feedback is given or avoided. How people speak to one another when there is pressure or disagreement. Culture is recreated daily, often unconsciously, through thousands of small interactions. And we are all responsible for it. Understanding these environments is important, but understanding how people move through them over time is even more critical. This is where the employee journey becomes useful. Gallup’s Employee Experience Journey outlines a series of stages that most people move through during their time with an organization: attract, hire, onboard, engage, perform, develop, and depart, with the increasing possibility of reboarding. Each stage contains moments that matter. First impressions. Expectations that are either set clearly or left ambiguous. Conversations that build confidence or slowly chip away at it. Opportunities that are offered, delayed, or quietly denied. Organizations often focus heavily on certain stages and overlook others. Attraction gets marketing budgets. Onboarding gets checklists. Engagement gets surveys. Departure gets exit interviews that come far too late to make a difference. Intentional design means thinking carefully about what people need at each stage and how those needs evolve over time, and across different personas. It also means involving employees in shaping those moments, rather than assuming leaders or HR already know what works best. Feedback should be a continuous input into how the employee journey is designed and improved. When people see their voices reflected in real changes, trust grows. When feedback disappears into reports, skepticism builds instead. Employee experience is not something organizations deliver alone. It is something we co-create every day, through the environments we design and the choices we make. At the same time, it is important to acknowledge something that is often uncomfortable. While organizations shape the conditions for experience, individuals influence it every single day. We are both experiencing work and actively creating it. The way we listen, communicate, collaborate, and respond to challenges affects not only our own experience but also the experience of those around us. Culture is not something that happens to us. It is something we participate in, whether we realize it or not. This shared responsibility does not remove accountability from leaders or organizations. Leadership still matters deeply. Systems still matter. Fairness still matters. But it does remind us that employee experience is co-created, moment by moment. Over time, certain elements consistently stand out as critical to a healthy and sustainable experience at work. In my view, these are the foundations that matter most. Trust must be intentionally built and maintained, supported by open, honest, and three-way communication. Not just top-down or bottom-up, but across teams, functions, and levels. Trust grows when people feel informed, listened to, and respected, even when decisions are difficult. Joy and recognition deserve far more attention than they often receive. Feeling appreciated, celebrated, and seen activates motivation and commitment in ways that policies never will. Growth and progression matter deeply, even when they do not come in the form of promotions. People want to learn, stretch, and feel that their future holds possibility. When growth stalls, disengagement follows. Meaning and belonging are equally essential. People want to understand why their work matters and to feel that they matter as individuals, not just as roles. Pride in one’s own work, and pride in what the organization does, contribute to authentic commitment. Metrics also play an important role when used thoughtfully. Engagement scores, wellbeing indicators, and employee turnover data tell stories. The value lies in the willingness to listen to what those stories reveal and to use them for continuous improvement. Interestingly, many of these same themes appear in broader measures of happiness and wellbeing at a societal level. Reports such as the World Happiness Report consistently highlight trust, safety, social support, and wellbeing as key drivers of happiness across countries. These are also the conditions present in highly engaged workplaces. The connection is not accidental. As the saying goes, when people feel better, they do better. Most of us will spend a significant portion of our lives working. The experiences we have at work influence how we feel about ourselves, how we treat others, and how we show up in our families and communities. Workplaces can contribute positively, or negatively, far beyond their walls. They can grow, train, and educate people. They can reward behaviors that ripple outward into homes and neighborhoods. They can model honest, transparent communication that shapes how people interact with the world around them. This brings us to an important question, my dear reader. Why does engagement matter, from the employee’s point of view? What if there was no such concept as employee engagement? What if, instead of waiting for your workplace to inspire you, you began to inspire yourself and those around you? What if, instead of waiting for your organization to enroll you in a training program or label you as a high performer, you invested your own time, energy, and resources into learning, and shared that learning with your team? What if, instead of waiting for your manager to create connection through initiatives and events, you chose to connect more intentionally with the people around you? Looking up from your phone at lunch. Speaking to someone in the elevator. Listening fully when someone speaks. What if, instead of waiting for praise, you worked in a way that made you genuinely proud, and then extended that appreciation to others? What if, instead of waiting for the next wellbeing strategy, you created your own plan for caring for your physical, mental, emotional, financial, social, and career wellbeing? At some point, many of us stopped taking responsibility for ourselves and started expecting organizations to do it for us. Of course, we want to feel that we belong, that we matter, that we are heard and appreciated. These needs are human and valid. But it is worth remembering that fulfillment does not begin with a policy or a program. It begins with us. Much like love, we cannot expect others to give us what we have not learned to give ourselves. Perhaps it is time to stop outsourcing our happiness, engagement, motivation, and wellbeing to our workplaces, and start taking them back into our own hands. That is where truly meaningful work, and truly happy workplaces, begin.

Sultana Al Amri,  Happiness General Manager, shares why employee happiness efforts fall short, and how HR leaders can shift from surface initiatives to system-level impact. | Written by Sultana Al Amri Employee happiness is no longer a side conversation. It shows up in executive discussions, engagement dashboards, and increasingly, in performance metrics. Organizations are investing in wellbeing platforms, leadership programs, listening tools, and culture initiatives. And yet, despite the attention and investment, many companies continue to face burnout, disengagement, and rising attrition. In my experience working closely with leaders and teams, the issue is rarely a lack of intent. Most HR leaders genuinely want people to thrive. The gap usually lies in how happiness is defined, measured, and embedded into the system. Here are the most common misconceptions I see, and what needs to shift. Confusing Perks with Culture One of the most visible mistakes is equating happiness with benefits. Flexible schedules, remote options, wellness weeks, office redesigns, and team celebrations can absolutely enhance the employee experience. They signal positive intent. But they do not build culture. Culture is shaped by everyday decisions. It is reflected in how leaders set priorities, handle conflict, distribute recognition, and manage pressure. An employee who feels unheard in meetings, unclear about expectations, or consistently overloaded will not feel engaged simply because there is a new wellbeing initiative. Perks create positive moments. Systems create sustained experience. When HR leaders focus more on adding programs than fixing structural friction, happiness remains superficial. Mistaking Satisfaction for Engagement Another common misunderstanding is assuming that satisfied employees are happy employees. Satisfaction is about comfort. Engagement is about commitment. An employee may appreciate their salary, value job stability, and have no major complaints. Yet they may still feel disconnected from purpose, uninspired by their work, or unclear about growth opportunities. In that state, performance becomes transactional. True workplace happiness includes meaning, progress, autonomy, recognition, and belonging. It reflects emotional investment, not just contentment. HR strategies that focus only on minimizing dissatisfaction miss a deeper opportunity: activating intrinsic motivation. When people feel their work matters and their growth is supported, they contribute with energy rather than obligation. Designing One-Size-Fits-All Solutions Happiness is personal. What motivates one employee may overwhelm another. Some individuals thrive in fast-paced, high-visibility roles. Others prefer steady contribution with flexibility. Some are energized by collaboration. Others do their best thinking independently. The role of people leadership is not to manufacture happiness. It is to create an environment where different personalities, career stages, and ambitions can thrive. Over-Relying on Surveys Without Action Listening is essential. Surveys, pulse checks, and analytics provide valuable insight. However, measurement without visible action erodes credibility. Employees disengage quickly from feedback processes when they repeatedly share concerns but see no meaningful change. True listening requires responsiveness. HR earns trust not by presenting dashboards, but by removing barriers that affect daily work. Employee happiness is not built through perks or campaigns. It emerges when work, leadership, and systems are designed with clarity, fairness, and meaning at their core. Underestimating the Manager Effect If there is one factor that shapes employee happiness more than any other, it is the direct manager. Culture is experienced in daily interactions. In how feedback is delivered. In how workload is assigned. In how mistakes are handled. Developing managers in coaching skills, emotional intelligence, clarity of communication, and balanced accountability is one of the highest-impact investments an organization can make. Ignoring Workload and Work Design No happiness strategy can sustain itself under chronic overload. When priorities constantly shift, roles remain unclear, and expectations exceed capacity, stress becomes systemic. Employees need clarity on what success looks like. They need realistic workloads. They need autonomy in how work is executed. They need confidence that expectations are fair and achievable. Treating Happiness as a Campaign Instead of a System Short-term initiatives can create temporary energy. But happiness is not built through campaigns. It is built through consistency. It shows up in transparent promotion processes, fair performance reviews, clear communication, and aligned incentives. Employee happiness is not about making people comfortable all the time. It is about creating an environment where people feel valued, capable, and connected to meaningful work. The real question is not how to make employees happier. It is how to design work, leadership, and systems in a way that allows happiness to emerge naturally. When the fundamentals are strong, happiness stops being an initiative. It becomes a reflection of a healthy organization.

Anthony Berryhill,  Founder and CEO of Elite College Hacker, reflects on how discipline, structure, and self-belief shape leadership far more than natural talent ever could. | Written by Anthony Berryhill “Not naturally persuasive. Doesn’t look the part. I’ve never seen someone so short in debate.” These words, from debate judges, stayed with me. And the reason why requires some reflection. This was in the late 1990s, when I was attending Isidore Newman High School. I was not the prototype of a typical Newman student. I was born in the pre-Katrina Lower 9th Ward of New Orleans. The closest way to describe my childhood environment is a mix of The Wire , Power , and Lean on Me . My primary school, Edwards Elementary, reflected the harsh realities of a system that often felt like a pipeline rather than a pathway. Schools in my neighborhood did not emphasize student safety in the ways many do today. Discipline was enforced through intensity, both physical and psychological, with a clear message: survive, adapt, and aim for a narrow set of acceptable futures. The result was a deeply ingrained belief system. Leadership, in that context, meant having a deep voice, performing visibly, or possessing what people called a “God-given ability.” Leadership was treated as something you were born with, not something you could build. A Different Path Everything changed when the Breakthrough Collaborative found me and offered access to a program that supported my transition into a college preparatory school. That opportunity became a turning point. Then came debate. When I entered ninth grade at Isidore Newman, I was recruited by Greg Malis, a Hall of Fame debate coach. It took him nine attempts to convince me to join. The first two years were difficult. I had to work through speech impediments, shaped partly by trauma from earlier schooling and partly by the tension between formal academic language and cultural expectations. Debate became my workshop to relearn how to speak. For many, debate is like an intellectual proving ground. Students compete at high speed, engaging in complex arguments on global issues. My early results were far from impressive. The feedback was blunt. My speaker scores were average at best. At home, the reaction was just as skeptical. “Debate?” my parents asked, surprised that I was not pursuing sports or music. The feedback I received from others reinforced a familiar narrative. Leadership meant confidence, height, presence, and the so-called “gift of gab.” It was always framed as something innate. Those early judgments hurt, not just because of performance, but because they reflected a deeper assumption about what a leader should look and sound like. Leadership is not something you are born with. It is built through discipline, structure, and the courage to challenge what a leader is supposed to look like. Rewriting the Script Toward the end of my sophomore year, I made a decision. I went back and reread every piece of feedback I had received. I treated it like data. I looked for patterns. And I found one clear conclusion: I needed to become more technical. From there, I built my own system. I studied strategies for speaking with precision and clarity. I practiced “flowing,” a form of rapid note-taking used in debate. I spent hours in the library reading extensively to strengthen my content knowledge. I immersed myself in books on communication, business, and performance. This process culminated at the 1997 Barkley Forum, one of the most competitive high school debate tournaments in the United States. At that time, results were not immediately shared. You did not know if you were winning or losing. You simply kept competing. As the rounds progressed, I noticed something. Each round became more difficult, and I began recognizing my opponents as top performers I had previously watched from the sidelines. But this time felt different. The skills I had built through deliberate practice allowed me to compete with confidence. By the sixth round, I found myself in a room with three other debaters. I was the only Black student there. Later, I learned that I was undefeated and had advanced to the elimination rounds. It would be years before another sophomore achieved the same result. What Leadership Really Is That experience shaped everything that followed. Across my journey, from academia as a PhD student to corporate HR and over 25 years of coaching, one belief has remained constant: Leadership is a set of behaviors, not an identity. Debate forced me to create my own instruction manual for credibility. It taught me that leadership can be developed through discipline, structure, and intentional practice. But it also revealed a problem that still exists today. Many organizational systems, such as 9-box frameworks, performance reviews, and high-potential programs, often reinforce narrow definitions of leadership. These systems, while well-intentioned, can unintentionally exclude people who do not fit a traditional mold. Leadership potential is too often judged through visible traits like extroversion, confidence, or self-promotion. Quick wins are rewarded because they are easy to see, even when they are more about visibility than impact. Meanwhile, quieter, high-impact contributors, what Seth Godin calls “linchpins,” are often overlooked. Challenging the Default Image One practical solution is to actively challenge the unspoken assumptions of what a leader should look like. This includes questioning biases related to background, personality, appearance, and communication style. Even institutions known for rigid leadership models are evolving. Elite military units, for example, increasingly value leaders who are thoughtful, composed, and not traditionally “alpha.” This shift reflects a deeper truth. Leadership is not about fitting a predefined image. It is about creating impact. A Different Way Forward My core belief is simple. The idea that leadership is something you are born with separates it from what truly matters: vision, results, and meaningful contribution. That version of leadership is, at best, incomplete. The alternative is to invest in developing leadership as a capability. To train people. To equip them with the tools, structure, and mindset needed to lead effectively. When organizations do this, they unlock a much broader and more inclusive pool of leaders. And in today’s world, that is not just an advantage. It is a necessity.

Drawing on 15 years of HR experience, Ahmad Asseiri argues that employees don’t stay because they’re entertained, they stay when leadership helps them grow meaningfully. | Written by Riya Malhotra Ahmad Asseiri, Sr. HRBP at Ascend Solutions What 15 Years in HR Taught Me About Retention (That No Framework Mentions) If free ice cream, engagement surveys, and “Employee of the Month” programmes truly solved retention, organisations wouldn’t still be facing talent attrition as a persistent challenge. After more than 15 years in HR across different organisations, leadership teams, and transformation journeys, Ahmad Asseiri, Sr. HRBP at Ascend Solutions, has observed a simple truth rarely captured in formal frameworks: People don’t stay because they are entertained. They stay because they are growing. And in markets like Saudi Arabia, this insight carries even greater weight. Retention Is Not an Engagement Campaign One of the most common organisational missteps is treating retention as a checklist of activities rather than a leadership responsibility. Organisations launch engagement initiatives, celebrate themed days, and introduce new benefits or wellness programmes, yet high performers still leave. Why? Because most employees don’t resign from companies; they resign from stagnation. When individuals stop learning, progressing, or seeing a future version of themselves within the organisation, perks alone cannot replace the loss of purpose or direction. The Saudi Context: Why Values Matter More Than Targets As Ahmad Asseiri highlights, leadership within Saudi Arabia carries a strong cultural dimension that many global HR frameworks fail to capture. While KPIs and performance metrics remain important, long-term loyalty is often shaped by deeper values: Trust Respect Fairness Consistency Alignment with shared principles Employees don’t just ask, “What is my target?”They also ask, “What kind of leader am I working for?” and “Do I see a future here?” Organisations driven purely by numbers may achieve short-term results, but they often struggle to build enduring commitment. Leaders who combine clarity with values, especially during difficult periods, tend to retain talent more effectively. Why Most Retention Frameworks Fall Short Traditional HR retention models typically emphasise: Compensation benchmarking Engagement survey results Benefits optimisation Career frameworks on slides What they often overlook is the everyday employee experience. Employees don’t interact with frameworks, they experience HR through daily conversations with managers, feedback loops (or the absence of them), opportunities given or withheld, and the visibility they have into their future. Retention rarely collapses overnight. Instead, it erodes quietly when individuals feel invisible, underutilised, or stuck. The Real Retention Lever: Visible Growth The most powerful retention strategy Ahmad has observed is straightforward: help employees see themselves growing within the organisation. Growth does not always mean promotions. It includes: Stretch assignments Exposure to new challenges Ownership of meaningful work Honest development conversations Clear expectations and regular feedback When employees can confidently answer the question, “Am I becoming better here than I would anywhere else?” retention often follows naturally. People don’t stay because they are entertained, they stay when they are growing, learning, and becoming better versions of themselves inside the organisation Career Pathways Must Feel Real, Not Theoretical Many organisations proudly present career pathways. Yet employees don’t stay because a roadmap exists on paper. They stay when they witness real progression, when development conversations lead to tangible outcomes, and when managers actively support growth. Career frameworks lose credibility when they feel symbolic rather than actionable. Once employees perceive development as a theoretical exercise instead of a genuine commitment, trust declines, and retention soon follows. Leadership Is the Retention Strategy Ahmad Asseiri believes that retention ultimately lives or dies at the leadership level. Not in policies.Not in benefits.Not in engagement calendars. Employees remain with leaders who: Set clear expectations Demonstrate fairness in decisions Act consistently Invest time in coaching Show genuine care beyond performance reviews This leadership-driven approach is particularly significant within Saudi organisations, where relationships, respect, and integrity are deeply valued. Strong leadership can retain talent even during challenging periods. Weak leadership can lose talent even in favourable conditions. Rethinking Retention from the Inside Out One of the most effective shifts organisations can make is reframing the retention question. Instead of asking, “How do we keep people?” consider asking: Who are we helping them become? Better leaders? Stronger professionals? More confident decision-makers? More capable contributors? When organisations genuinely invest in personal and professional development, retention becomes a natural outcome rather than a constant struggle. Retention is not about making employees comfortable, it is about helping them evolve. Better at what they do. Stronger in how they think. More confident in how they lead. When employees can clearly see their growth and progression within an organisation, they are far less likely to look elsewhere. As Ahmad Asseiri reflects, this is the retention lesson no framework ever taught, but years of real HR experience continue to reinforce.