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

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

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

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

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

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

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.