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

Inclusive, Collaborative, Empowered, Team Spirit, mutual respect and accountability

Communication, transparency and collaboration: Regular and consistent Staff Meetings, Trainings, etc. Empowerment. They share Goals and Direction & Leadership Vision by setting clear expectations and communicate what accountability is for each employee and their role in overall success of the team. In terms of employee health and wellness, they offer flexi Work Hours and Work from Home Policy, Fruits Days, Runs & marathons. 

For employee engagement (team spirit), they organize festival celebrations where they promote diversity and team bonding.

• Terry Fox Run (donation given)
• Standard Chartered Run (donation given)
• Committed to energy conservation
• Reduce paper usage by printing on double side
• Adjust all air con temperature to 24 degree
• Appreciate nature by organizing walks in the park 

• Managers to discuss with their teams on the courses to enhance their skills in their work (eg leadership training for managers, communication courses for all employees)
• Job rotation
• Stellar Performance Program

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.

The goal of achieving the Best Places to Work certification was set a number of years ago as part of a wider strategic program of work aimed at re-establishing Motor Distributors Limited as a multi brand distributor in the Irish motor industry. It was on that journey that we learned that an engaged employee isn’t just someone who is happy at work. They need to have a deeper sense of purpose and they need to understand why their individual contribution matters and why they come to work every day. Staff need to be connected to the brands that they represent.

We developed an understanding of how our leaders interacted with and were seen within the business and from that information, we set about making the shift from a management mindset to a mentorship mindset. We asked our Leaders to provide the what and the why, and then give our employees the autonomy to decide how best to do their jobs.

We set about immediately improving how we communicate with the business, we naturally invested in technology to help support that aim but we found that open, transparent and fearless communication was really what our staff wanted and we now host regular "Ask Me Anything" (AMA) sessions and town hall forums with all of the senior leadership team to ensure that information flows freely and that every employee knows and understands the business.

Finally, we saw that real and lasting engagement is fuelled by progress and achievement whether that’s personal or professional. We significantly expanded our internal learning and development offering and we engaged with every employee about their development needs. We now offer and support personal and professional development paths, ensuring every team member sees a future for themselves with MDL.

At the end of 2025, we had seen a significant increase in the number of employees being successful in promotion opportunities, we have seen a 64% reduction in voluntary turnover and employee referrals are now a consistent source of candidates seeking to work with us.

When your staff are telling their friends and family that this is a good place to work, then you know you are on the right path.

There are obviously a lot of challenges in the modern HR space, but for me the two most pressing challenges are:

Finding and retaining talent: As our business and indeed the wider industry evolves, the need for specialised and industry-specific skills is higher than ever. Because the talent pipeline is shrinking, we are exploring how we shift our traditional focus of hiring for skills to hiring for cultural fit and attitude. We can then rely on our internal training structure and succession planning programs to bridge that gap.

Holistic Wellbeing: Moving to address the mental and emotional health of your workforce should be a major priority in an increasingly stressful landscape. At a recent wellbeing talk, we got some feedback from staff saying that while gym sessions, runs and yoga are great, not everyone is comfortable or capable of doing them and some people have challenges that go beyond physical fitness. The message was clear - employees' expectations of the workplace are changing. The area of mental health is a real and growing challenge that we are seeing and the positive in that message is that we have created an environment where staff feel safer speaking out and saying “I’m not Ok”

Do it and don’t be fearful of the feedback. I have always operated on the belief that if you care, then you will be curious. If you ask people for their views and opinions then it’s important that you do something with that information. If you invest your time creating the environment where staff feel safe to tell you what its like for them then that is invaluable information to have. My reflections on the Best Places to Work journey would be:

• Listen Before You Act: Don't wait for the certification survey to ask your employees how they feel. Start the conversation now so that the certification when it hopefully comes, becomes a celebration of your progress, not a discovery of your problems.
• Be Vulnerable: If the survey results show areas of improvement, share them with the staff. Showing that you are aware of and willing to work on the low scores builds more trust.
• Focus on your staff, not on the award: Certification is the output of a strong culture, not the cause of it. If you focus on making your employees, feel valued, safe, and challenged then the rewards and awards will follow.

At Trial Pro, we understand that engaged employees are the heart of a successful organization. We create opportunities for growth, celebrate achievements, encourage open communication, and foster a collaborative environment where every contribution is valued. In addition, we organize multiple team-building and social events each month, giving our employees the chance to relax, connect, and strengthen relationships beyond their day-to-day work.

The legal industry is navigating a number of complex HR challenges, including attracting and retaining top talent, managing evolving work-life balance expectations, adapting to hybrid and remote work models, and addressing shifting client demands.

We prioritize keeping our team connected and engaged through a variety of monthly activities. Whether it's our social committee decorating for birthdays or our Wellness Team hosting fun challenges and friendly competitions, these initiatives help foster a sense of community and teamwork. It’s these simple yet meaningful efforts that contribute to an enjoyable and collaborative workplace culture at Trial Pro.

The Best Places to Work certification process was a truly eye-opening and rewarding experience. It allowed us to identify areas where we could enhance the employee experience and provided valuable feedback directly from our team. Implementing changes based on these insights has had a positive impact on our culture, and our employees have felt heard and appreciated throughout the process.

Without hesitation — do it! The certification journey offers organizations meaningful insights to help strengthen their culture while giving employees a sense of pride and ownership in the workplace. It’s a powerful tool for growth and engagement.

Employee engagement is at the core of our culture. We run regular engagement surveys and develop action plans with business leaders, driving our engagement index to 85%.

• Transitioning to Tech: As the industry shifts to tech, recruiting and upskilling talent in AI, data, and cybersecurity is critical. We introduced structured learning and mandatory digital training to address this.
• Embracing Change: We tackle cultural resistance to transformation through strong internal communication and inclusive programs like the “Blind Experience.”
• Learning Amidst Workload: Employees are encouraged to complete at least 15 hours of learning annually via flexible digital platforms.
• Fostering Inclusion: We partner with NGOs to ensure our facilities and culture are inclusive and accessible to all.

Teamwork is central to our values. We encourage cross-functional collaboration through projects, mentorship, open workspaces, and digital tools. Social and recreational spaces promote informal connections, while our E-Appreciate program and Annual Recogni

The certification journey has been both rewarding and insightful. It validated our focus on engagement, inclusion, and well-being while highlighting areas for further growth. Seeing our employees’ feedback reflected in the results has reinforced our belief in creating a people-first culture that drives both satisfaction and success.

Focus on genuine employee engagement and continuous improvement. Use feedback to guide cultural and operational enhancements, embed inclusion and recognition in your leadership approach, and align the certification process with long-term business goals. Ultimately, a great workplace is built on trust, purpose, and people.

At Dipharma SA, we believe that engaged employees are the foundation of our success. We promote an environment where feedback and dialogue are encouraged at all levels. Professional growth is a priority, and we support it through mentorship programs, continuous training, and career development initiatives. Our goal is to ensure that every team member feels valued and part of a shared mission.

One of the biggest challenges is attracting and retaining top talent in a highly specialized and competitive market. Additionally, supporting employees’ well-being and maintaining engagement are key priorities. 

Collaboration is at the heart of our culture. We regularly organize team-building activities, corporate events, and workshops to strengthen connections among employees. Additionally, we engage in social responsibility initiatives by partnering with charitable patients’ organizations. These efforts foster a strong sense of purpose, enhance interdepartmental communication, and contribute to a positive, motivating work environment. Moreover, we promoted the creation of high performing teams at all company levels, through the introduction of innovative tools and trainings developed in associations with leading business schools, such as IMD.

Achieving the Best Places to Work certification has been an incredibly rewarding journey and a success for the entire company. It has provided us with valuable insights into our corporate practices, helping us refine our strategies based on employee feedback. Most importantly, this recognition confirmed that we are on the right path and doing the right thing. It is a shared achievement that belongs to all of us, reinforcing our commitment to fostering an exceptional workplace and motivating us to keep improving together.

The key to earning this certification is truly listening to employees. Building a culture of trust and transparency allows companies to understand and address their workforce’s needs. Investing in well-being and career development while maintaining a strong work- life balance is essential. Ultimately, consistency is crucial: company policies must align with core values to create an authentic and supportive workplace.

We believe that success starts with an engaging and encouraging work environment. We provide diverse opportunities for interaction with our employees, ensuring open communication channels with leadership, as well as organizing team-building activities that enhance collaboration. We also offer continuous development programs to ensure that each individual can reach their full potential. We encourage employees to be part of the decision-making process when it comes to events and projects, which fosters a sense of participation and responsibility within the company.

One of the main challenges in the conference organizing industry is adapting to rapidly changing technologies and the evolving demands of audiences. Additionally, maintaining a balance between creativity and organizational needs can be challenging, especially with the high volume of events and managing multi-functional teams.

We offer a variety of teamwork activities designed to enhance collaboration between different teams and strengthen team spirit. These activities include interactive workshops where employees collaborate to solve event-related challenges, as well as recreational activities to foster personal bonds among team members. We also provide employees with opportunities to attend and participate in the conferences and events we organize, offering them hands-on learning experiences and the chance to exchange ideas with industry experts.

Additionally, we celebrate seasonal occasions with our employees, such as the annual Ramadan iftar, official holiday celebrations, and organizing dinner banquets after the successful completion of projects. From time to time, we also organize leisure activities such as shooting and camping. One of the most important ways we maintain strong connections within the team is through our annual celebrations, which allow us to meet everyone and spend quality time together.

The journey to obtaining the Best Places to Work certification has been both challenging and rewarding. It provided us with a valuable opportunity to assess our work environment, identify areas for improvement, and enhance our employee development practices.

Our advice would be to approach the certification process as a strategic initiative focused on continuous improvement, rather than just seeking recognition. Companies should begin by understanding the needs of their employees and fostering consistent communication with them. It’s crucial to have a clear plan to ensure everyone is engaged in this process and motivated to actively participate. Additionally, organizations should be ready to make the necessary changes based on employee feedback and remain committed to providing an environment that promotes employee well-being and development.

At Novo Nordisk, we believe that our employees are our greatest asset. As P&O Partner, my role is to ensure that our team feels valued, engaged, and motivated. We actively engage our employees through a variety of initiatives that promote a healthy lifestyle, personal development, and a positive work environment. Some of our key engagement activities include:

Healthy Lifestyle Initiatives: Morning exercises, Friday breakfasts, and Novo Health Week, featuring activities like walk and talk, meditation, and healthy quizzes.

Personal Development Programs: Our IDP (Individual Development Plan) Campaign has been a tremendous success, with a remarkable 96% completion rate, up from 40%.

Team-Building Activities: Collaborative projects, communication exercises, and team-building exercises focused on developing leadership and trust.

Recognition Programs: The "My Way, Novo Nordisk Way" award celebrates employees who embody our core values, with monthly rewards and recognition.

The pharmaceutical industry is highly competitive, and retaining skilled employees is crucial for maintaining a competitive edge. One of the challenges we encounter is managing our turnover rate, which, while below the market average, still requires proactive measures to ensure we maintain our talented workforce. We are committed to addressing this challenge through strategic initiatives aimed at enhancing employee engagement and satisfaction.

Fostering teamwork is integral to our company culture. We offer a variety of activities to encourage collaboration, communication, and camaraderie among our employees. Some of our notable teamwork activities include:

Hobby Clubs: Activities like archery, wine tasting, and cooking classes allow our team to explore new interests and bond with each other.

NovoKids Day: An event where employees' children can experience their parents' work environment, fostering a sense of community and family.

Informal Team Meetups: Regular gatherings where team members can share insights, dreams, and concerns, strengthening our bonds beyond the 9-to-6 grind.

Our journey to achieving the Best Place to Work certification has been both inspiring and rewarding. This certification is a testament to our commitment to creating a healthy and engaging work environment. Here are some highlights from our journey:

Pre-Program Survey: Understanding our employees' needs and expectations.

IDP Workshops and the IDP Ball: Engaging and motivating our team to focus on personal development.

Recognition Programs: Celebrating employees who embody the Novo Nordisk Way principles.

For organizations looking to implement the Best Places to Work certification process, my advice is to focus on creating a culture of engagement, recognition, and personal development. Here are some key steps:

Understand Your Employees: Conduct surveys to understand their needs and expectations.

Promote Personal Development: Implement programs like IDP campaigns to encourage growth and development.

Celebrate Achievements: Recognize and reward employees who embody your core values.

Foster Teamwork: Organize activities that promote collaboration and camaraderie.

Create a Positive Work Environment: Focus on initiatives that promote a healthy and engaging work environment.

At Novo Nordisk, we are proud of our achievements and the positive work environment we have created. Our success in achieving the Best Place to Work certification is a testament to our commitment to our employees' well-being and development. We invite you to join our team and be part of our mission to drive change and defeat serious chronic diseases. Together, we can achieve remarkable success and make a meaningful impact on the world.