At Saudi Xerox, people are at the heart of our success. We engage employees through continuous communication, learning opportunities, and recognition initiatives. Regular town halls, training programs, and team-building activities ensure that our workforce remains aligned with the company’s vision.

We also foster inclusion and empowerment through our WeShare Committee—an employee-driven platform where ideas are developed into initiatives with full management support.

Additionally, the Best Places to Work survey serves as a key engagement tool. It provides employees with a voice, while giving us actionable insights. By listening to their feedback and translating it into real improvements, we reinforce trust and show that their contributions directly shape our workplace culture.

Like many organizations in our sector, we face the ongoing challenge of attracting and retaining top talent in a competitive, technology-driven market. At the same time, the pace of digital transformation requires continuous upskilling so our workforce can adapt to new tools and ways of working.

We believe teamwork extends beyond the office. Our employees take part in:

• Team gatherings and off-site retreats to encourage collaboration across departments.
• Volunteering and social responsibility projects that allow employees to give back to the community.
• Cultural and social events that build bonds and trust across the organization.

These activities nurture stronger relationships, reinforce shared values, and create a sense of belonging that enhances our workplace culture.

The certification journey has been both rewarding and transformative. It provided us with an opportunity to benchmark ourselves against global best practices, gain meaningful employee feedback, and identify areas to strengthen.

The Best Places to Work survey has been especially valuable in helping us understand our current status and improve year over year. By turning survey feedback into concrete actions, we have strengthened the bond of trust between the company and our employees—demonstrating that their voices are heard and acted upon.

Achieving the Best Places to Work certification for the third consecutive year is a proud milestone that reflects our employees’ trust and our unwavering focus on their well-being.

• Secure leadership commitment early—visible support from top management is essential.
• Engage employees openly and encourage honest feedback at every stage.
• Treat certification as a journey, not a destination—use it as a framework for ongoing improvement.
• Focus on authenticity—building a genuine culture of respect, empowerment, and inclusion is the real key to success.
• Be patient and consistent—sustainable change takes time, but the impact on both employees and organizational reputation is worth it.

I’m absolutely delighted that AstraZeneca has been chosen from over 250 organizations in the region, especially as there were only two pharma companies in the top 10. Business had to be recognized as outstanding employers by Best Places to Work in at least one of the countries across the region, and we were recognized in seven : Jordan, Lebanon, Iraq, Algeria, Tunisia, Morocco, and Egypt, which is an incredible result. Not only that, but AstraZeneca also ranked number one in Jordan, Lebanon, and Iraq and we’ve been certified as the Best Place to Work for millennials in Egypt, which I’m really proud of.

I think the key to our success has been our commitment to putting people first, prioritizing learning and development, and ensuring that diversity and inclusivity are at the heart of everything we do ? For me, being a company that our people are proud of is essential, whether it be due to our life-changing medicines for patients, or commitment to driving healthcare equity, or the way we champion sustainability.

The Middle East and Africa has the world’s youngest population, and our business reflects this, as 73% of our employees are millennials. I think one reason we are an attractive place to work for younger generations is our culture, which makes everyone feel empowered to speak their mind and offer ideas, no matter their age or level of seniority.

One example is our Butterflies Panel, which serves as a discussion forum for staff. Another is our Reverse Mentoring Programme, which pairs senior leaders with those starting their careers and facilitates learning from each other.

We are championing gender diversity by supporting the next generation of female leaders and addressing the barriers and challenges that may hinder their career progression. Already, 500 colleagues have enrolled in our AstraZeneca Women as leaders’ program, which helps to build the capabilities of the next generation of leaders. Currently, 44% of AstraZeneca’s MEA leadership are women, and this number is growing steadily. 

I have been with AstraZeneca for over a decade as I feel that in this organization everyone has the opportunity to unlock their potential. Moreover, our goal of transforming healthcare gives real purpose to our work and truly inspires me

At ECC Group, we see employee engagement as a continuous journey rather than a one-time initiative. We actively promote open communication, transparency, and trust, ensuring that employees feel comfortable sharing ideas, feedback, and perspectives.

Our People & Culture department plays a central role in creating programs and initiatives that support employee empowerment, collaboration, and wellbeing. We believe that when employees feel supported both professionally and personally, they are more motivated, creative, and committed to organizational success.

We also focus on creating a workplace where employees have opportunities to grow, take ownership, and develop their capabilities. At the same time, we prioritize employee wellness through initiatives that encourage healthy lifestyles, team bonding, and a balanced work environment.

Ultimately, our goal is to create a culture where people feel connected to the organization’s purpose, supported in their development, and proud to be part of ECC Group.

Like many organizations operating in fast-evolving industries, one of the most pressing HR challenges we face is attracting and retaining highly skilled talent, particularly in specialized commercial, marketing, scientific, and digital roles.

At the same time, the pace of regulatory developments and market changes requires organizations to continuously invest in skills development, agile workforce planning, and leadership capability building.

Another important challenge is maintaining high employee engagement and wellbeing in performance-driven environments. As organizations grow and evolve, it becomes essential to ensure that employees feel supported, have clear career pathways, and experience a healthy balance between performance expectations and personal wellbeing.

At ECC Group, we address these challenges through a people-centered approach that combines development, engagement, and wellbeing initiatives while fostering strong leadership and organizational culture.

At ECC Group, we strongly believe that building strong teams requires creating opportunities for employees to connect beyond their daily responsibilities.

Some of our recent initiatives include:

2025

• Highest Steps Challenge
• Christmas Celebration
• Hatrick Champions Initiative
• Corporate Massages and wellness sessions

2026

• Step-Up n Go’ 2026 Challenge
• Kickoora football tournament

Our journey with the Best Places to Work certification has been an extremely valuable experience for ECC Group. It gave us the opportunity to listen more closely to our employees and gain deeper insights into their expectations, experiences, and engagement levels.

The certification process provided meaningful data-driven insights into our workplace culture, leadership effectiveness, and employee satisfaction. It helped us identify what we are doing well while also guiding us toward areas where we can further enhance the employee experience.

For us, this journey reaffirmed that building a great workplace is not about a single recognition, but about a continuous commitment to improvement, employee wellbeing, and a strong people-first culture.

My advice to organizations considering the Best Places to Work certification is to approach the process with authenticity and openness.

This journey should be seen as an opportunity to genuinely listen to employees and understand what truly matters to them. Organizations that succeed are those that translate employee feedback into concrete actions and long-term cultural improvements.

Ultimately, the most important factor is to embed people-centric values into everyday leadership and organizational practices. When organizations invest sincerely in their people, they naturally build workplaces where employees feel engaged, supported, and motivated to succeed.

At Concentrix Egypt, engaging and empowering our people is at the core of our mission.

We create a workplace environment that values communication, development, and recognition. This starts with fostering open communication channels, ensuring that our Gamechangers feel heard and valued.

Our diverse training programs are tailored to enhance our team's skills and support their continuous growth, underscoring our commitment to professional development, and cultivating an atmosphere where every idea and contribution is highly prized and rewarded.

We also offer a comprehensive benefits package, that includes healthcare and promotes wellness through free mental health programs. In addition, we provide hybrid work schedules and flexible working hours that promote a healthy work-life balance.

By implementing these strategies, we cultivate a motivated, engaged, and productive workforce.

Concentrix Egypt enhances its organizational culture through various initiatives, including culture workshops, team-building activities, and Engagement & Recognition events, alongside ESG efforts. We strive to make a positive impact on our local communities by actively engaging in environmental sustainability, social equity, and ethical governance initiatives.

Our sustainability programs aim to reduce our carbon footprint, demonstrated by planting 140,000 fruit-bearing trees in the past year, and promoting environmental conservation. We are committed to social causes, supporting community development projects and partnering with local organizations for positive change.

Concentrix Egypt encourages Gamechangers to contribute to charity activities by providing paid volunteer time.

Furthermore, we are dedicated to celebrating the rich variety of cultures and traditions that our team brings to the table. By actively engaging in diverse occasions such as Ramadan, Christmas, International Women’s Day and other global observances, we not only honor these significant events but also reinforce our dedication to inclusivity and employee engagement.

The "Best Places to Work" certification highlights Concentrix Egypt's commitment to cultivating an exceptional workplace, which enhances morale and instills pride among our Gamechangers.

Organizations considering the Best Places to Work certification should treat it as a strategic opportunity to strengthen workplace culture, not just a badge of honor. Start by gathering authentic employee feedback and acting on it to implement meaningful improvements. Maintain transparency throughout the process to build trust and engage all levels of the team to foster inclusivity and collaboration. This approach ensures the certification reflects genuine progress and long-term commitment.

What truly sets EVA Pharma apart is not only our vision, but the way our people bring it to life.

• Adapting to evolving market needs
• Safeguarding employee well-being in a fast-paced environment
• Embracing digital transformation

We believe collaboration is our greatest strength — from cross-functional projects to peer-to-peer learning and wellness-driven initiatives, we create an environment where every voice matters and every contribution counts. This commitment comes to life through a variety of initiatives that strengthen teamwork and foster connection across EVA Pharma, including:

• People of EVA: our interactive internal communication platform that enables two-way dialogue and amplifies employee voices

• Cultural and engagement activities: celebrations and wellness-driven initiatives that strengthen bonds across teams

• Team-building moments: from happy hours to department gatherings that encourage informal connections and stronger relationships

• Open forums: townhalls and annual meetings that build transparency, alignment, and shared ownership

• Cross-functional innovation projects: encouraging diverse teams to work together on solving real challenges

Earning the Best Places to Work certification is more than a milestone — it’s a reflection of the culture we are building together: one of care, trust, and inclusion. It proves that when you listen, empower, and trust people, they create not just a workplace, but a community where everyone belongs.

For any organization on this journey, our message is simple: workplace excellence doesn’t come from programs or titles — it comes from people feeling heard, valued, and connected to a greater purpose. When that happens, success is not just possible — it’s inevitable.

We actively engage our employees through consistent feedback sessions, recognition initiatives, and collaborative team-building activities. We organize outings and celebrate key hospitality events, along with town hall meetings, to promote open communication and strengthen our sense of community. These efforts help create an environment where employees feel valued and supported in their professional development.

Some of the most significant HR challenges in the hospitality industry today include high employee turnover, talent retention, and adapting to changing workforce expectations, particularly in terms of work-life balance and career growth opportunities.

Teamwork activities include team-building retreats and social events designed to enhance collaboration and foster stronger connections among employees. Retreats focus on developing trust and communication through various challenges, while social events like team lunches and outings provide informal settings for personal connections. These initiatives build relationships, create a sense of belonging, and reinforce a positive workplace culture, ultimately strengthening teamwork and contributing to a more cohesive work atmosphere.

Our experience with the Best Places to Work certification journey has been invaluable. It provided insights into our organizational culture and highlighted areas for improvement, ultimately enhancing employee satisfaction and engagement.

For those looking to implement the certification process, my advice is to start by genuinely involving employees in the process. Gather feedback, focus on areas that need improvement, and communicate clearly about the benefits of certification. It’s a journey that requires commitment but can lead to significant rewards for the organization and its employees.

We focus on open communication, recognizing achievements, provide growth opportunities, encourage feedback, and foster a positive work culture.

1. Skill Shortage A critical issue facing the maritime industry today is the Skill Shortage.
2. Manning Costs The second major challenge in maritime recruitment is the rising Manning Costs, and the remote area it the challenges.

Initially, we conducted comprehensive employee surveys to gather feedback on various aspects of workplace culture, benefits, and overall satisfaction. This feedback was critical in identifying strengths and areas for development. Throughout the journey, we implemented several initiatives aimed at enhancing employee engagement and well-being. This included mentorship programs, flexible work arrangements, and wellness resources, all designed to foster a supportive work environment. The process also encouraged open communication, allowing employees to voice their opinions, leading to a greater sense of involvement in the organization’s mission. This transparency helped build trust and demonstrated our commitment to continuous improvement.

To implement the Best Places to Work certification successfully, start by securing leadership support and conducting pre-assessment surveys to identify improvement areas. Encourage open, anonymous feedback and maintain transparent communication throughout the process. Focus on the full employee experience, involve employees in creating solutions, and implement targeted initiatives based on survey results. Regularly monitor progress, celebrate milestones, and treat the certification journey as an ongoing commitment to enhancing workplace culture and employee engagement.

At Schneider Electric, our people are at the heart of everything we do. We maintain continuous, two-way communication to foster connection, transparency, and trust. Through a combination of face-to-face interactions such as town halls and open forums, and digital platforms like internal communication tools and real-time feedback channels, we ensure that every employee has a voice.

Our annual One Voice global engagement survey is a cornerstone of our active listening strategy. It provides actionable insights on key organizational pillars, helping us shape people-focused initiatives, strengthen our culture, and align employee needs with business objectives.

Moreover, we actively invest in career development, internal mobility, and leadership training, reinforcing a workplace where people feel empowered, supported, and inspired to grow.

The fast-paced nature of our industry, driven by digitalization, innovation, and sustainability, makes talent acquisition and retention highly competitive. As a global market leader, our people are constantly sought after, which puts talent retention and engagement at the top of our strategic agenda.

Earning the Best Places to Work certification, has been both a proud milestone and a strategic validation of our people-first culture. The process was clear and professionally managed, but more importantly, it gave us a platform to hear our employees, celebrate our strengths, and uncover areas for further enhancement.

The certification aligns seamlessly with our internal ambitions for continuous improvement, transparency, and trust. It has provided valuable benchmarks to guide our HR strategy, reinforce our commitment to well-being and inclusion, and motivate our teams with tangible recognition.

Approach the certification as more than a badge; it’s an opportunity to grow, listen, and improve. Be transparent in your intentions and communications, engage your people early, and highlight the “why” behind the initiative. Gather and share evidence of progress and best practices to inspire trust and collective ownership.

Most importantly, treat the feedback you receive as a strategic asset. Use it to guide meaningful action plans that reflect your values and employee expectations. Celebrate every step of the journey, not just the outcome, and recognize the role of your people in shaping a thriving workplace.

As HR Director, I’ve seen firsthand the effort we put into building a workplace where people feel safe to speak, inspired to grow, and motivated to create. Our culture isn’t written in policies, it is lived in everyday moments: celebrating birthdays together, lighting up the office for Diwali, sharing kindness in Ramadan, exchanging smiles and joy during Christmas, and even writing heartfelt notes to one another, spreading love and appreciation on Valentine’s Day.  

We believe that connection builds creativity, which is why we place so much value on team-building experiences. Whether it’s through offsite retreats, CSR events, or our monthly bonding activities, we ensure that everyone feels a sense of belonging.  But we also go beyond celebration. We take growth seriously. Through our trainings and career coaching efforts, we have created a space where employees are encouraged to define their own goals, explore their potential, and receive honest, empowering guidance. Supporting people’s long-term journeys and not just their job titles is what sets Quill apart.  

Our journey through the Best Places to Work certification process was deeply reflective. It gave us the chance to listen more closely, to measure what’s working, and to commit to what’s next. The feedback confirmed what we hoped: that our people feel seen, respected, and proud to be here. It showed us that our journey of becoming a better workplace is never over and is always evolving.

To other companies or HR leaders considering this certification, my advice is simple: Don’t chase the recognition but rather chase the reality. Build a workplace where people feel human, not just hired. Where voices matter, growth is nurtured, and work is celebrated. We’re proud to be one of the Best Places to Work, but even prouder to be a place where people thrive, together.

At BinDawood Holding, we don’t just operate supermarkets, we shape the everyday lives of millions across Saudi Arabia. From the aisles of our flagship brands BinDawood and Danube to the seamless experience of a pharmacy inside a hypermarket, we’ve built a retail legacy rooted in trust, innovation, and people-first values.

With a rapidly growing footprint in groceries, retail pharmacy, e-commerce, and influencer marketing, our story is one of transformation and bold vision. Our brands — from the accessible BinDawood to the premium Danube, the innovative Dash express stores, and the influential global reach of Ykone, serve a single purpose: enriching the customer journey through quality, convenience, and care.

Being a best place to work beHow does BinDawood Holding prioritize employee engagement and development?gins with listening. At BDH, employee engagement isn’t an initiative — it’s embedded in how we lead. Whether through open-door forums, leadership roundtables, or cross-functional taskforces, we create space for every voice to be heard. Development isn’t limited to training sessions — it’s in mentorship, rotational roles, and the freedom to lead.

The retail sector is undergoing seismic shifts. At BDH, we view challenges as opportunities to evolve. From high employee turnover to adapting to rapid digital transformation, we invest in reskilling, retaining top talent, and embedding technology into our DNA. Achieving Saudization targets while maintaining operational excellence is not just a requirement — it’s a strategic priority.

Our teamwork philosophy goes beyond the traditional. We design initiatives that unify — from interdepartmental innovation challenges to social impact campaigns, employees collaborate not just to meet KPIs but to make a difference. These moments build trust, spark creativity, and reinforce our culture of purpose.

Our certification as one of the Best Places to Work is more than an award — it’s a mirror. It reflects our strengths and exposes areas where we must grow. The process deepened our awareness, sharpened our focus, and reaffirmed a truth we’ve always believed: a great company is built by its people.

Start with your people. Make feedback a habit, not an event. Embed transparency at every level and involve leadership in living the culture, not just speaking about it. Take action on what you learn — then repeat, consistently. Great workplaces are not built overnight; they are nurtured daily.

At BDH, our journey continues. And every step forward is guided by a simple belief — when you invest in people, excellence follows.