One of the biggest advantages and strengths of Fortenova grupa is the synergy and size of the organization, in which care for employees, potentials and talents in all positions, as well as continuous employment, both inexperienced young and experienced professionals, experts and managers, throughout the region ensures horizontal or vertical advancement within companies, but also through different businesses and countries. We use state-of-the-art tools and systems to develop potential and successors, thus ensuring the Group’s further progress.

Fortenova grupa’s shared values, attitudes and behaviours are creating a company culture that makes our organization one of the best working environments. Management is trusted and transparent about the challenges and the mission in front of the organization, communication is open and encouraged between the management and employees, workplace rules and procedures are set and updated accordingly. In addition, competitive benefits are enabled to all employees of the organization.

Excellence, responsibility, integrity, collaboration, innovation.

Most of our companies have collective agreements in place, which provide numerous benefits for our employees, including rewards for special occasions, additional health insurance and organized medical checks for all employees, paid warm meals and various non-financial benefits. For example, the companies provide a day off for parents and gifts for children for their first day at school, subsidize sporting activities, support in using parental leaves for fathers etc.

Regarding other activities provided by the companies to their employees, worth being singled out are the possibility of volunteering in different initiatives organized by the companies, the ‘Let’s Meet’ project, where employees in retail can visit a Group company in another country, meet their colleagues and learn about the differences in other retail companies; once a year, all companies organize a Town Hall meeting to present key information, and the employees actively take part by asking questions to be answered by the management.

Employees are encouraged to participate in running events such as B2Run Zagreb, Ljubljana Marathon, Belgrade Marathon, etc. The Group also has a basketball team that competes in the Business Basketball League and all the employees are welcome to participate.

There is a comprehensive range of activities whereby the Group gives back to the community on all five markets where it operates. Above all, the Group employs more than 46,000 people for whom the Group, in addition to regular salaries, provides numerous other benefits. Due to Fortenova Group’s regional significance, the improvement of relationships with the local communities, work on improving the quality of life and contributing to their economic growth are high on the list of priorities. By devising and implementing appropriate socially responsible programmes and policies and taking part in common partnership projects with the local communities, the Group exerts efforts to improve various aspects of life in the local communities. Investments in the local communities have continuously been growing. Thus in 2023 there were almost 50 projects directly related to the local community. The Group supported more than 20 humanitarian activities, over 50 projects focused on socially sensitive groups and more than 40 cultural projects. Viewed by the individual markets on which it operates, most of those investments took place in Croatia, followed by Slovenia.

Training and education are important backbones of the company’s competitiveness, and at Fortenova Group all employees have the opportunity to receive additional professional training, depending on their own and the business’s needs. In 2023, there were almost 332 thousand hours of training provided across the Group, whereof 72 percent was internal training. The Group follows the career development of its employees with potential to assume more complex jobs or transfer to other positions within Fortenova Group. Employees recognized as talents can put their career development forward as one of the topics at their annual interview with the managers, and the employees’ interest and potential are documented in an individual development plan. Fortenova Group is particularly proud of its own, internal long-term DRIVE Beyond Excellence programme, intended to improve the knowledge and skills of its employees, which started in 2021 and consists of three different group education programmes – Discover, Accelerate i Navigate – with the ultimate goal of further strengthening Fortenova Group’s human potential and contributing to the creation of an encouraging working environment and a winning mentality, which strongly drives the entire Fortenova Group forward.

Since 2005, Dragon Edge Group has been creating remarkable brands that bring more joy to people’s lives. Behind the company’s success is a passionate team led by equally passionate leaders that ensures only the best-quality products reach stores and our homes.

Beyond its products for customers, DEG also fosters a positive work environment and unique company culture that encourages new ideas and innovative thinking among employees. This has become a cornerstone of success within the company as DEG employees and leadership, also known as “DEGsters,” As a result, “DEGsters” develop their creativity and grow their potential in line with their core values to work with integrity and excellence, practice tamang diskarte and making sure things are done on time, take care of customers, and to be humble.

DEG provides leadership programs and initiatives for employees, where they can support the growth of employees to become strong leaders in the company. DEGsters are also given the chance to get their Master’s degrees from prestigious universities, like Ateneo Graduate School of Business and Wharton School.

Opening communication with employees is also key to DEG’s success. By talking to employees and receiving constructive feedback, the company was able to improve certain fields in their company culture, such as adding a retirement package to its benefits for DEGsters who are nearing this stage in life.

“We listen to our employees and we take note of feedback that would help us improve as a company, as long as it’s aligned with our values,” says Emily Balajadia, Dragon Edge Group Co-founder and Mother of Marketing.

Dragon Edge’s first product was a bottle of Beach Hut Sunblock in 2006, which was the first and only local spray-on sunblock at the time. This innovation pushed them to create other brands that challenged the status quo, and became the pioneers of many products, such as the first baby detergent Cycles and the first natural baby bottle and nipple cleanser, Cradle.

When the COVID-19 pandemic hit in 2020, DEG quickly responded by creating and distributing COV-X alcohol in just 11 days to help communities to stay safe and healthy.

The top priority is letting DEGsters’ express their creativity. Founders Dennis and Emily Balajadia believe that the best ideas come from “relaxed, informal settings.” This encourages the team to think outside the box to come up with attention-grabbing campaigns for their brands. This has led to some of the wildest ideas, like Beach Hut becoming the first sunblock to fly to space in 2017, which was crafted during a company drinking session.

The company has also expanded nationwide, and is already selling products in Indonesia since 2006. Not only did this allow DEG to branch out further, the expansion also created many opportunities for employees to help grow the company, while also growing within it themselves.

DEG’s fearless approach allows the company to tackle challenges head-on through innovative solutions that elevate customer experience. As part of Beach Hut’s brand initiatives, the brand opened Beach Hut Bar in Boracay in 2012. It gave vacationers a spot to enjoy the beach vibe with good music and signature cocktails, while protecting them from the sun’s harmful rays. Beach Hut also introduced the first sunscreen vending machine in Caticlan Airport and Boracay to keep tourists protected from the sun.

The company also takes a creative approach in implementing CSR initiatives for communities. Running for five years, Beach Hut Sunscreen is on a mission to support and develop grassroots women’s football, empowering young girls to follow their dreams both on and off the field.  

This year, the brand hosted the first-ever Women's Beach Football Festival, showcasing the brand's dedication to empowering Filipina athletes.

DEG is also leading the way in sustainability with the thrust of saving the earth for the younger generation with the launch of eco-friendly packaging, recycling bins, and Cycles and Cradle refilling stations.

Dragon Edge Group goes beyond creating game-changing products. Being recognized as a two-time Best Place to Work awardee emphasizes how they prioritize a culture of joy and celebration, translating into a passionate team that thrives on achieving and spreading positivity. This ultimately creates a ripple effect into DEG's employee benefits, CSR initiatives, and how they push to improve the quality of life of their customers and communities. As Dennis declares, “This is just the beginning. We have set the standard with our Best Place to Work awards, and it is now up to us to uphold and surpass it.”

Employee engagement is essential for business longevity and success. The key to keeping employees actively engaged is to listen carefully, encourage anyone to speak up, and work tirelessly to deliver what our employees need from a good workplace. I begin this journey by personally welcoming every new employee to Novo Nordisk GBS and kicking off the onboarding every Monday morning. We currently grow our presence in Bangalore by approximately 600 new roles each year.
 
Our employee resource groups play an important role in mobilising NNWay by driving initiatives and engagements that help us sustain our company culture. Unique employee listening opportunities in the form of open houses and employee connects, create platforms for people to connect with the leadership and ask any questions that are top of mind for employees. It is also an opportunity to share high-level vision in terms of people, products, technology, business, or strategy. There are no taboo subjects or silenced questions, what is important to employees is heard, and answered.
 
Knowing that we have 80% of our employees who are millennials, but also employees in their 20s, 30s, 40s, and 50s, we commit to offering a sustainable, equitable, and transparent rewards and benefits proposition that ensures everyone feels respected, valued, and proud to work for Novo Nordisk. Be it pay equity or inclusive benefits; our policies are also designed keeping our values and the needs of our employees in mind. Our recently launched flexible benefits program WECare embraces the essence of wellness, and ergonomics, along with child and elderly care. An employee can utilise a fixed sum per year in a flexible way towards the needs geared for personal or family wellbeing, children, or eldercare.
 
Our organization is committed to providing a harassment-free work environment with equitable opportunities for all without any discrimination. Our policies reinforce the same messaging whether it’s the Equal Opportunity Policy (we provide equitable grounds and opportunities for overall employment) or the HIV & AIDS policy (this policy ensures non–discrimination, confidentiality related to a person’s HIV status and appropriate grievance redressal mechanism for all). We ensure that our workplace infrastructure also supports this endeavor by having gender-neutral washrooms in our offices. Employee benefits programs similarly reflect our diversity & inclusion ambitions with 8 weeks of paid leave for non-birthing parents and a group medical insurance policy that meets the diverse needs of our employee base. For example, the inclusion of gender reassignment surgery, surrogacy & infertility treatments, HIV/AIDS treatment, prosthetic device coverage for differently abled employees, dependent coverage for same-sex partners, specially-abled children without age limit, etc. 
 
Our recently launched Flamingo program for women caters to our women colleagues who are embracing motherhood. This unique and industry-leading policy is crafted to take care of the special needs of expecting mothers and new moms and engage volunteer buddies to support them.
 
Finally, having a comprehensive on-site health education, prevention, and treatment service with on-site medical doctors, Nurses, and visiting specialists, helps our employees feel supported in their daily well-being.
 
All these initiatives are focused on delivering the message that in Novo Nordisk GBS, Everybody Matters. Not only do we want our employees to be proud that they work for Novo Nordisk, but we also want their families to be equally proud too.
 
Our efforts on employee engagement have reduced our rolling average annual attrition down from around 16% in October 2022 to 7.5% in February 2024.

The ever-evolving workplace landscape calls for more than just reactive measures, there is a need for an even more proactive and people-centric approach. In Novo Nordisk GBS, ‘Everybody Matters’.
 
HR leaders have the challenging task of building and nurturing a workplace culture that is aligned with the organisation's values and vision. This task becomes more complex as we welcome people from various organisations, and from all corners of India. It’s essential to create an environment that allows employees to align with the purpose & values, whilst also being their true selves. While many companies take initiatives to promote inclusivity, it is crucial to implement these initiatives in the right way. Getting the gender ratio right is not the only definition of diversity & inclusion, at Novo Nordisk GBS we welcome and celebrate everyone.
 
We may not be able to go back to the pre-COVID era and return to the old ways of working: the pandemic has changed many psychological aspects of people’s lives: the way they look at work-life balance, well-being, and purpose in life has undergone complete change. The new generation is voicing requests for some bold workplace arrangements that are transformational for the organisation and employees. It’s important to listen, and act. Flexibility is one of the key factors in choosing a workplace or staying there. However, to encourage meaningful collaboration, we see that it’s important to support the employees with the right choices setting appropriate guardrails to ensure team and organizational dynamics, and then providing flexibility and empowerment to enable the right professional and personal balance.

Having led this organisation since September 2022, it’s very clear that I am standing on the shoulders of some giants who came before me, and I work with a leadership team who have decades of experience. Therefore, achieving this recognition was not an overnight success for Novo Nordisk GBS.

I remember my early days in the role and feeling that there was a “Maslow Hierarchy” of employee engagement, and my immediate focus on listening and fixing the basics seemed intuitively very important. As a GBS, our people are everything. If we have engaged people, who feel appreciated and not used, listened to, and not told, respected, and not belittled, developed, and not burned out, we have a sustainable workplace that can deliver world-class performance for Novo Nordisk. Hence it was important to focus on employee experience and ensure that continue to raise our bar beyond the easy, cheap, and simple, by understanding what our employees need and how can we facilitate this.     
 
When we signed up for the certification, it required us to collaborate across departments and teams to gather inputs for the assessment and survey. It was a rigorous process covering aspects that are critical to having a high-performance workplace culture.  The data gave us important insights into what the industry standards are and how we can continuously implement improvements.
 
Employee feedback helped us identify areas for further enhancements and transparency and at the same time allowed us to celebrate the successes. Finally, we felt immense pride being placed 1st in India, across all industry sectors and company sizes. The achievement is an acknowledgment of our strong purpose, strong culture, and laser-sharp focus on fostering a high-performance, inclusive workplace culture for our employees.

Creating an inspiring, inclusive, and healthy work environment is of utmost importance for our company. We implement employee development programs that incorporate the latest trends in technology and digitization, along with initiatives focused on physical and mental health, such as the Beko WellCare Journey. In addition, at Beko we provide training sessions so that all staff, including interns, subcontractors and temporary employees can contribute to the company's sustainability targets. We champion gender equality in technology through initiatives like Women inTech and Beko Women Community. Throughout 2023 we organized around 50 workshops for Beko employees on our workplace culture.

The white goods industry, like many others, is constantly looking for creating and sustaining inclusive workplace cultures and of addressing unconscious bias. Our HR efforts go towards fostering an environment where employees of all backgrounds feel valued, respected, and have equal opportunities for growth. The industry is also increasingly recognizing the importance of holistic health for employees - physical, mental, and emotional wellbeing. Stress management, mental health awareness, access to wellness programs are all critical areas that need addressing. Moreover, work-life is not just a personal need, it is a critical initiative that benefits businesses, employees, and society at large.

Beko prioritizes teamwork for holistic employee growth and fosters an inclusive work environment through initiatives like Beko Women Community and Beko WellCare Journey. These programs tackle gender imbalance and promote well-being, showcasing our dedication to a positive workplace culture. Beko Women Community was established in 2020, empowers women professionally and personally while striving for gender balance in management through diverse projects and partnerships like workshops, cancer prevention campaigns, and mentoring programs. The Beko WellCare Journey was launched 2022, focuses on employees' well-being across seven dimensions, including physical and emotional health, fostering a healthy lifestyle and work-life balance. With both offline and online components, it provides comprehensive support for employees on their well-being journey.

The communication throughout the certification process was characterized by a high degree of transparency and clarity. The team at Best Places to Work demonstrated a commendable level of professionalism, providing essential support for pivotal steps in the process. The comprehensive report furnished by the certification process serves as a valuable tool for companies to identify areas for improvement. The method employed, wherein strengths were underscored, is duly appreciated. The subsequent follow-up meeting proved to be enlightening and contributory to the overall evaluation.

The certification process involves an assessment of workplace practices and culture that provides valuable insights for identifying strengths and areas for improvement. The focus should not be on the immediate goal - getting the certification, but on creating a culture of continuous improvement and on authenticity. Every employee deserves to work in an environment where they feel valued, supported, and empowered to thrive. Treating employees fairly is not only ethical sound but also a strategic imperative for long-term success. Being recognized as a "Best Place to Work" brings great added value to a company beyond just the accolade itself. It signifies that the organization has successfully cultivated a positive and supportive work environment. This recognition not only attracts top talent but also enhances employee engagement, satisfaction, and retention. Moreover, it is an acknowledgement of the investments made in employee well-being, professional development, and work-life balance, serving as a reminder of the positive impact that prioritizing people can have on the organization.

Engaging our employees is at the heart of our culture. We foster a culture of open communication and transparency, where everyone's voice is heard and respected. A pivotal success story that has worked out well for us is having a dedicated group of engagement ambassadors from different functions who come together with the sole purpose of employee engagement and collaboration. Strong communication platforms have been designed virtually and onsite that allows for open dialogue and opportunities for cross cultural collaboration. We are constantly looking for ways to innovate and leverage the global resources we collectively have as a company. Our efforts have been directed to become a resilient output driven organization while keeping our employees in the center of this vision, looking at areas to provide a personalized experience for them. Additionally, we organize various team-building activities, wellness programs, and social events to promote camaraderie and well-being among our staff. We also lean on our internal ERG’s for guidance and support.

There has been a dynamic shift from an employee perspective on expectations from an employer. They want to be assured that they belong to a community that strives to constantly better itself. This requires for us to evolve some of the conventional practices and adapting them to newer ways of working. We have tried to imbibe this in our day to day processes, thereby empowering the individual.

Teamwork is fundamental to our success, and we offer a variety of activities to strengthen collaboration and camaraderie among our teams. From team-building workshops, to volunteering opportunities and sports leagues, employee resource groups, we provide a range of experiences tailored to different interests and preferences. These activities not only promote teamwork but also foster a sense of belonging and mutual support among our employees. We also offer professional collaboration across functions through digital platforms with our global colleagues.

Participating in the Best Places to Work certification journey has been an insightful experience for us. It has not only validated the efforts we've put into creating a positive work environment but also provided valuable feedback for further improvement. The process itself was rigorous yet rewarding, as it encouraged us to reflect on our practices and think about meaningful changes we would incorporate based on employee feedback. Being recognized as the best place to work in the UAE is a testament to our commitment to our people and our culture of excellence.

Our advice would be to approach the certification process with an open mind and thorough authenticity. There has to be a desire to enhance your workplace culture. Listen to your employees' feedback and take proactive steps to address any areas of improvement. Engage your team members throughout the process, as their input is invaluable in shaping a positive work environment. Most importantly, view the certification journey as an ongoing commitment rather than a one-time achievement, continuously striving to create a workplace where everyone thrives.

A vital component of any organization's success is its ability to engage its workforce. It includes the emotional bond, dedication, and engagement that workers have with their work and the company they work for, going beyond simple job happiness. Creating a culture of great employee engagement is not only a goal, but a strategic need at Invita. Here are a few methods we employ: Establishing Clear Organizational Values and Purpose, Creating Opportunities for Growth and Development, Encouraging Open and Transparent Communication, Leveraging Technology for Seamless Communication, Building Cross-Functional Teams and Encouraging Collaboration, Promoting a Culture of Knowledge Sharing, Implementing a Comprehensive Recognition Program, Tailoring Rewards and Incentives to Motivate Employees, Offering Flexible Work Arrangements, Prioritizing Employee Well-being Initiatives, Leadership plays a pivotal role in driving employee engagement. Managers are on the frontline when it comes to employee engagement. They have the power to create a positive work environment, provide support, and recognize and reward employees' efforts. Empowering managers with the tools and resources to foster engagement ensures that it becomes ingrained in the everyday cultur

Attracting and keeping top talent has become a vital issue for firms looking to stay ahead in the highly competitive employment market of today.

At Invita, fostering teamwork is integral to our company culture, as we believe it's essential for achieving our goals and maintaining a positive work environment. We offer a variety of activities to encourage collaboration, communication, and camaraderie among our employees. This includes collaborative projects aimed at promoting synergy, communication exercises to enhance interpersonal skills, and team-building exercises focused on developing leadership and trust. Additionally, we host annual Ghabga celebrations, special fun day activities like pizza and ice cream days, Invita anniversary celebrations, EID festivities, and distribute awards and certificates to recognize and motivate our team members, contributing to a culture of collaboration and continuous improvement.

To put it simply, the experience was ideal. From beginning to end, the BPTW team's support was unwavering. The strategy was thorough and comprehensive, from promoting the certification to acknowledging our victory.

The journey towards Best Places to Work accreditation proved transformative for Invita, far beyond a mere survey. It served as an eye-opener, enriching our practices in numerous ways. We embraced a visionary leadership approach, fostering a culture of cooperation and trust. Employee empowerment became a priority, emphasizing training, development, and ongoing education. By prioritizing employee well-being and establishing a healthy work-life balance, we ensured a supportive environment. Moreover, we championed diversity and inclusivity, honoring divergences to build a more dynamic workforce. Through acknowledging and celebrating success, we generated prospects for development and progress. Lastly, we committed to maintaining excellence through methods of ongoing development and prospective achievement, solidifying our commitment to growth and improvement.

Everyone at Evenbreak lives with disability, so flexibility is key. All employees are able to work the number of hours that suit them, at times which suit them. Tasks are divided by preference and strengths rather than fixed job roles. The organisation has a learning culture, so everyone is encouraged to learn new skills, whether for current or future roles, or outside of work. The business plan is co-produced with the whole team, so it is owned by them rather than imposed on them. The lived experience of disability of the team informs all decisions, whether internal or external, and means that inclusion and accessibility is built into everything from the start. As well as having a range of disabilities, the team is also diverse in other ways – race, gender, age, culture – and these differences are valued and embraced.

Recruitment is a formidable challenge across various sectors currently, exacerbated by widespread skill shortages. The key to addressing this issue lies in actively seeking out more diverse candidates and fostering an inclusive environment where they can not only succeed but thrive.

The team all work remotely from home (to enable us to attract talent from the widest geographical area, and for employees to work in an environment that works for them), so teamwork is a priority. We use technology (Teams, Zoom, etc) for team meetings, cross-team project meetings, and socially for morning coffee and afternoon tea. We look for opportunities to get together in small groups in person – this might be an awards dinner, an exhibition, an event or just a social – and ensure that everyone’s access needs in terms of travel and accommodation are met. We have ‘away days’ (usually two days with an overnight stay) for all of our people two or three times a year and engage in team building activities as well as work-based or project activities. Team members are encouraged to work across different teams on various projects. Team members may lead ‘lunch and learn’ sessions on things they have learned about. Business planning is an annual event which involves all team members.

The Best Places to Work certification was a fantastic opportunity for us to receive anonymous feedback from team members about their experiences of working for Evenbreak. This could have been daunting, but we are always open to suggestions for improvement. As we have an open culture at Evenbreak, people tend to feel safe to air their views openly, so the certification process brought no nasty shocks with it. However, it was great to have confirmation that our efforts to include and engage the team appear to be working.

Anyone considering the certification process should encourage their staff to be open and honest in their feedback. The more honest the feedback, the more opportunities there are to improve. And just going through the certification process demonstrates a desire to engage with employees and make the workplace as inclusive and open as it can be.

Mövenpick Hotels & Resorts prioritizes a dynamic workforce in line with Accor Hotels' corporate responsibility ethos of "Diversity, Equity, and Inclusion." Our extensive employee engagement initiatives encompass diverse professional growth avenues. From entry-level to top management, our team undergoes comprehensive training to stay abreast of industry standards. Annual surveys gather feedback, enabling us to address concerns and drive improvements. Recognizing outstanding performance, we offer tailored development plans, including access to online courses, bonuses, salary increments, and global exposure opportunities within Accor. We foster a positive work culture through team-building activities, outings, awards, incentives, and volunteer initiatives. Our commitment to employee well-being underscores our belief that a fulfilled team is vital to our success.

In the hospitality industry's dynamic landscape, Mövenpick Hotels & Resorts faces a major challenge in hiring. This challenge stems from various factors, including disparities between candidates' skills, education, and language proficiency versus their salary expectations. Notably, many applicants expect high salaries despite limited experience, which slows down hiring. Balancing diverse applicant skills and expectations with operational needs is crucial for Mövenpick. Addressing this industry-wide trend requires a strategic recruitment approach.

At Mövenpick Hotels & Resorts, fostering a collaborative culture is key to our service excellence commitment. We prioritize teamwork, recognizing the importance of each individual's role in our daily operations. By valuing and nurturing every team member's contribution, we ensure they understand and feel their significance in Mövenpick's success. This collaborative mindset shapes our organizational structure, promoting mutual respect, support, and a shared dedication to exceptional service. Emphasizing teamwork is fundamental to delivering outstanding guest experiences. We strive to create a workplace where every contribution is celebrated, aligning with our goal of service excellence.

Embarking on the journey to obtain the Best Places to Work certification has been transformative for Mövenpick Hotels & Resorts. This recognition has not only generated local interest but also elevated our status as the employer of choice, especially among aspiring hoteliers, with a notable increase in female candidates. The certification validates our commitment to a positive and inclusive workplace culture, making us a magnet for top talent in the hospitality industry. We are proud to be a preferred destination for those seeking fulfilling career opportunities. An extraordinary highlight was our participation in the Aqaba Career Expo organized by UN Women, where we showcased our dedication to creating an inclusive and supportive work environment. This journey has affirmed our position as a leading employer and reinforced our commitment to excellence in hospitality. We look forward to raising the bar for workplace standards and continuing to attract and retain the best talent in the industry.

Implementing a "Best Places to Work" certification process necessitates meticulous planning, thoughtful assessment, and an unwavering commitment to fostering a positive work environment. Drawing from our experience at Mövenpick, valuable advice for organizations considering this transformative path includes understanding the certification criteria, actively seeking employee feedback, securing leadership commitment, addressing employee concerns transparently, providing professional development opportunities, implementing recognition and rewards programs, fostering communication and transparency, emphasizing continuous improvement, and promoting diversity and inclusion. Achieving and maintaining this certification demands ongoing dedication, collaboration, and a genuine commitment to prioritizing employee well-being and satisfaction.

From the start, we emphasize transparency and values. During interviews, we showcase our facilities and explain the job and company in detail. Upon starting, employees receive a welcome pack and access our communication apps like Steeple and Factorial for news and documents. We give special attention to details of welfare to employees. For example, we’ve got free fresh fruit every day, free medical attention, birth presents, childcare help, sport events, parties and special awards. We value employee feedback, using surveys and maintaining open communication channels.

In our industry, we blend cutting-edge technology with traditional expertise because the intricacies of fishing aren't typically taught in schools. Another problem we're dealing with is keeping our employees. These days, people switch jobs a lot, and for us, that's costly because we spend a lot on training. That's why we're working hard to keep everyone happy and involved so they don't want to leave. This helps our company, FRIME, stay productive.

Our team-building activities are diverse and engaging, fostering camaraderie and collaboration among our employees. Many of these activities are sports-oriented, such as participating in renowned events like the Behobia Run, the Half Marathon of Barcelona, or the Camí de Cavalls in Menorca. Additionally, we encourage team spirit through employee-created football teams and participation in fishery contests. Beyond sports, we extend our support to social initiatives, particularly those benefiting young people, exemplified by our involvement with Fundació Impulsa. These activities not only promote a healthy work environment but also reinforce our commitment to community engagement and employee well-being.

Our experience with the Best Places to Work certification journey was both new and rewarding. While navigating the process initially posed challenges, the supportive team at Best Places to Work guided us through with patience and understanding. This journey underscores our dedication to creating a workplace where our team's well-being and success are paramount.

Having enough time to work on this is really important. You need time to explain the survey to your employees and make sure they understand its purpose and benefits. It also takes time to gather and organize all the information from the survey. And importantly, you need time afterwards to actually make the improvements suggested by the survey.

Our company prioritizes career path development and offers job opportunities both in Thailand and abroad, fostering growth for short-term and long-term goals. We're committed to creating a diverse and inclusive environment for everyone. Through monthly activities, employees can connect and enjoy time with their families and friends. We accommodate both online and onsite festivities, ensuring all can participate. Additionally, we provide attractive employee benefits like flexible benefits, health and wellness programs, and a remote work policy, fostering a healthy work-life balance.

In our industry, the most significant HR challenges revolve around attracting and retaining top talent amidst a fiercely competitive job market. Additionally, addressing the digital and technology gaps through effective training and development programs is crucial to ensure our employees remain current and equipped with the necessary skills.

Our company offers a variety of teamwork activities aimed at fostering collaboration and camaraderie among employees. This includes regular team-building exercises conducted monthly through our Health's Club initiative. We also have The Culture Transporter group dedicated to sustaining the Novo Nordisk culture, promoting a sense of belonging and unity among team members. Additionally, we facilitate cross-functional projects and job rotations, providing opportunities for employees to collaborate with colleagues from different departments, enhancing their skillsets and promoting a culture of teamwork throughout the organization.

The Best Places to Work certification is a highly sought-after recognition that can greatly enhance a company's reputation, draw in top talent, and foster a positive workplace culture. It can demonstrate the company's dedication to employee well-being and inspire employees to uphold high standards, fostering a sense of pride and motivation. Overall, the certification is very valuable for companies looking to stand out, attract top talent, and cultivate a positive work environment.

In preparation for obtaining certification, it's crucial to be ready to collect and assess extensive data concerning HR processes, workplace culture, and employee satisfaction. This involves actively involving employees in the process, soliciting their feedback and insights to ensure alignment with organizational goals and values. The certification is just one aspect of creating a positive work environment - it's important to continue to prioritize employee well-being and engagement even after you receive the certification.