At Red Med Capital, we have built a strong corporate culture where every employee is listened, encouraged, and supported. We strive to create an environment where people can grow professionally while genuinely enjoying their work experience. 

We also firmly believe that diversity is a key driver of performance and innovation. With women representing 42% of our workforce, alongside a diversity of ages, backgrounds, and experiences, our teams benefit from a wide range of perspectives that enrich decision-making, encourage collaboration, and support both individual and collective growth.

This commitment is reflected through a range of concrete initiatives:

• A respectful and tolerant environment (charters signed, sensibilisation…)

• A structured onboarding journey, including dedicated onboarding days and the assignment of a mentor to support each new joiner.

• A strong learning and development culture, with more than 620 training hours delivered in 2025, benefiting 100% of our employees.

• A modern and welcoming work environment, including relaxation areas and partial coverage of employee lunches.

• Regular team-building activities and company-wide gatherings designed to strengthen collaboration and foster a sense of belonging.

• A strong focus on employee well-being through sports practices (contributions to fitness memberships, sponsoring to competitions…), and workshops dedicated to stress management and work-life balance. We also provide an international health care insurance in addition to the standard health insurance.

Like many financial institutions, the Moroccan financial sector is experiencing increasing competition for highly qualified talent. Attracting, developing, and retaining skilled professionals has become a strategic priority.

In this context, we believe that compensation alone is no longer enough. Organizations must offer an inspiring work environment, meaningful career opportunities, continuous learning, and a strong sense of purpose. Investing in employee development enables our people to remain agile, continuously enhance their expertise, and build fulfilling careers.

Employer branding has therefore become a key strategic focus. We work continuously to strengthen our reputation as an employer of choice and to showcase the culture, opportunities, and values that make Red Med Capital unique.

At the same time, our industry is undergoing a profound transformation driven by artificial intelligence. While AI is reshaping certain tasks traditionally performed by junior professionals, we view this evolution as an opportunity rather than a threat. Our responsibility is twofold: integrating these technologies to remain competitive while continuing to invest in young graduates, equipping them with the skills required to thrive in a rapidly changing environment.

Collaboration is deeply embedded in our culture. We regularly organize cross-functional projects that bring together employees from different business lines, encouraging knowledge sharing, synergies and innovation across the Group.

Our annual team-building events, sports challenges, internal workshops, and informal gatherings create opportunities for employees to connect beyond their daily responsibilities. These initiatives help strengthen trust, break down silos, and foster a strong sense of collective achievement.

We also encourage open dialogue through regular management meetings and employee feedback mechanisms, ensuring that every voice can contribute to the continuous improvement of our organization.

The Best Places to Work certification has been a true catalyst for progress within our organization. Beyond the recognition itself, the process provides a comprehensive and objective assessment of our employee experience through an anonymous survey and an in-depth review of our HR practices.

The insights and recommendations generated by the program have enabled us to identify both our strengths and our areas for improvement, helping us build a more engaging and inclusive workplace.

Most importantly, the certification process reinforces transparency and trust. Employees appreciate being consulted, hearing the results, and seeing concrete actions implemented in response to their feedback. The multi-year journey also encourages a culture of continuous improvement, ensuring that employee experience remains a strategic priority.

We strongly encourage organizations to embark on the Best Places to Work journey. Beyond the certification itself, the process creates meaningful dialogue between employees and management and demonstrates a genuine commitment to listening, learning, and improving.

We engage our employees through continuous learning, open communication, and recognition. Regular training, leadership programs, and an open-door policy foster growth and transparency. We celebrate achievements with rewards like ANSWRS Achievers, encourage work-life balance through wellness initiatives, and actively involve employees in decision-making. This creates a motivated, innovative, and inclusive workplace.

Key HR challenges in our industry include attracting skilled talent, retaining employees, and adapting to evolving workplace expectations.

We encourage teamwork through interactive activities such as team-building workshops like “Thank You” activity, collaborative projects, and cross-functional training sessions. Regular brainstorming meetings, problem-solving challenges, and outdoor retreats help strengthen collaboration and communication. Additionally, we foster a supportive work culture through mentorship programs and employee engagement initiatives, ensuring a cohesive and motivated team.

Earning the Best Places to Work certification was a rewarding experience that validated our commitment to employee well-being and a positive work culture. The journey allowed us to reflect on our strengths, enhance engagement strategies, and reinforce our focus on continuous improvement. It also motivated us.

Start by fostering a strong workplace culture that prioritizes employee well-being, engagement, and growth. Gather honest employee feedback, identify areas for improvement, and take meaningful action. Ensure leadership support and transparent communication throughout the process. Most importantly, view the certification as a tool for continuous improvement rather than just a recognition.

At Egen, we are one team. We know that when people feel seen, they show up differently. This philosophy drives our people-first culture of empathy, inclusion, and growth. Our commitment is validated by our people: 93% agree our HR policy is communicated effectively and strengthens our culture.

A cornerstone of this mission is our India People Council. This platform empowers our Egeneers to voice ideas, bridges communication gaps for our remote workforce, and drives career advancement.

We live diversity through Employee Resource Groups (ERGs) that foster genuine belonging. Currently, 93% of our people agree that individual differences — such as gender, ethnicity, or age — do not affect how they are treated. Through “deep listening” and targeted initiatives like unconscious bias awareness and self-reflection sessions for women, we make inclusion personal and practical. We also prioritize total well-being through wellness webinars and mandated breaks, resulting in 94% of our people affirming equal growth opportunities between women and men.

What makes Egen, Egen?

We invest significantly in continuous learning and professional growth. Our commitment ensures 100% of people are entitled to receive training, a priority reflected in our high participation rate of over 85% engagement with learning campaigns. We move beyond standard offerings by personalizing learning plans for individuals in different groups, ensuring development is targeted and relevant. Our programs are structured around Learning plans that categorize development into essential tech skills—spanning cloud, data, platforms, and AI technologies—and critical life skills. Our people have access to earn certification programs and technical training, enabling our teams to deepen their expertise while staying ahead of industry advancements.

The technology industry continues to evolve rapidly, creating both exciting opportunities and complex workforce challenges. One of the most significant challenges is attracting and retaining highly skilled AI and engineering talent in an increasingly competitive global environment.

Another key challenge is ensuring that people continuously evolve their skills as new technologies emerge. With rapid advancements in AI, cloud platforms, and data engineering. Organizations must build strong learning ecosystems that help professionals stay relevant and innovative. To address this turbulence, organizations must be proactive in resource preparedness to safeguard people's interests and maintain stability.

At the same time, maintaining a strong culture of collaboration and belonging in hybrid and distributed work environments requires thoughtful leadership and intentional engagement.

At Egen, collaboration and a sense of belonging are central to our “one-team" culture. We foster these values through several key initiatives, beginning with the India People Council. As a cornerstone of our engagement strategy, this platform is designed to empower people to voice ideas and concerns, effectively and bridge communication gaps and ensuring that everyone—particularly those in remote roles—feels heard and connected.

We also believe in bringing people together through shared experiences that go beyond their day-to-day work. Throughout the year, we organize cultural celebrations, engagement activities, and friendly sports tournaments. These events, alongside regular team meetups, encourage meaningful interaction across different teams and locations, building a stronger social fabric within the company.

Shared growth remains a top priority, which is why we host frequent learning sessions where people share knowledge and build new skills together. Furthermore, our CSR initiatives—including environmental clean-ups and community volunteering—allow our team members to collaborate while contributing to meaningful social causes, reinforcing our collective impact on society.

To make inclusion a personal and lived experience, we facilitate “Self-Reflection & Self-Awareness" sessions for our people and conduct awareness programs on unconscious bias. These efforts ensure that every individual feels valued and included, providing a supportive environment that is further rounded out by our comprehensive wellness initiatives designed to support our team's holistic well-being.

Egen is proud to be recognized among the Best Places to Work in India for 2025! We are thrilled to rank #2 in Top Workplaces India 2025 and #3 in Top Workplaces APAC 2025, achieving an overall employee experience score of 86%.

This recognition is a powerful testament to the culture we have built together at Egen.

Certification is an opportunity for honest reflection. The most valuable insights come from truly listening to your people. By placing people at the center of your strategy—investing in development, inclusion, and transparency—you create an environment where everyone can succeed together.

At FRIME, engagement is cultivated through everyday actions. We encourage open dialogue and transparency, ensuring employees are informed, involved, and confident in their roles.

We place strong importance on development by offering ongoing training opportunities that help employees strengthen their capabilities and advance professionally.

Supporting our people also means caring for their wellbeing. That’s why we provide access to health and wellbeing consultations for employees and their immediate families, helping them maintain a healthy balance between work and personal life.

Our internship program also plays a strategic role in bringing in new talent, offering young professionals hands-on experience and a pathway to long-term careers within FRIME.

The seafood and food processing sector presents ongoing HR challenges, particularly when it comes to attracting and retaining talent in operational environments. Competition for skilled workers and evolving workforce expectations require organizations to remain agile and proactive.

Another key challenge lies in maintaining high levels of engagement across diverse teams, while ensuring a unified and cohesive culture.

At FRIME, we respond to these challenges by focusing on people-driven strategies that prioritize development, inclusion, and employee satisfaction.

At FRIME, collaboration is essential to how we operate. We actively encourage employees to work together, share knowledge, and build strong professional relationships.

Our approach includes:

• Cross-functional initiatives that bring teams together
• Team-building activities that reinforce collaboration and trust
• Company-wide actions that align employees around shared objectives
• Recognition and social initiatives that highlight achievements and strengthen connections

These initiatives contribute to a workplace where teamwork thrives and employees feel part of a supportive and connected community.

Achieving the Best Place to Work certification for three consecutive years is a testament to FRIME’s ongoing commitment to its people.

This experience has provided valuable insights into employee perspectives, helping us better understand what drives engagement and satisfaction. It has also enabled us to continuously refine our approach and strengthen our workplace culture.

For FRIME, this recognition is both an achievement and a reminder to keep progressing and innovating in how we support our employees.

Organizations considering this journey should approach it with honesty and a true willingness to listen.

Understanding employee feedback and turning it into meaningful action is key to building trust and long-term engagement.

Creating a great workplace is not about reaching a fixed goal—it is about continuously evolving and ensuring that people remain at the center of the organization.

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.

The work of a pharmacist is, first and foremost, a profession devoted to providing assistance and support to people in matters of health. To ensure they can carry this out with excellence, we, as an employer, provide all the necessary conditions, support, and a culture of professional collaboration. We take care to offer practical working conditions, comfortable work and rest areas, a positive environment, ergonomic workplaces, and opportunities for professional growth.

This year, employees rated most highly the management’s collaboration with teams across departments, opportunities for growth, as well as openness to innovation and involvement in sustainable pharmacy development projects.

Successfully balancing work with family life, maintaining good health, feeling secure in a supportive work environment, and working close to home are among the key factors that define employee well-being and opportunities at “Mēness aptieka”. Professional development opportunities, organizational culture, and values are playing an increasingly important role in employees’ choices. It is our shared values and dedication to people’s health that we, as a team, appreciate the most – and that motivate us every day to become better, more accessible, and even more professional.

It is important for us that our pharmacists see opportunities for growth, continuous learning, and professional development – both in pharmaceutical care for customers and in their careers overall. For example, in 2024, “Mēness aptieka” colleagues dedicated more than 26 000 hours to professional training and development with the company’s support. An important part of our continuing education efforts is also our retraining programs, which allow people from other industries to become pharmacist assistants or pharmacists – a process we actively support as an employer.

An inclusive environment is equally important today. The healthcare sector brings together people of different generations and experiences – from young specialists to colleagues returning from work abroad or after a career break. Embracing and valuing this diversity is not only an ethical choice but also a strategic advantage that fosters greater flexibility and innovation. To create a comfortable, pleasant, and ergonomic work environment for our employees, we dedicate significant attention and investment to improving and renovating our pharmacies, as well as implementing various digital solutions.

Our surveys show that pharmacies and pharmacists are already seen as the most accessible healthcare professionals in Latvia. Apart from emergency hospital care, pharmacies are currently almost the only places within the healthcare system where people can seek advice and assistance without a prior appointment. The role of pharmaceutical professionals in the overall healthcare system – and in ensuring its resilience – is particularly important, and we see that this role will continue to grow.

Employee shortages are a reality that most companies in Latvia face today. In the healthcare and services sector, this challenge is becoming increasingly pronounced, creating risks for the accessibility of these services. Employers who can offer not only competitive remuneration and social security, but also a sustainable organizational culture – with a clear mission, strong values, and an environment that supports professional fulfillment and employee engagement – gain a distinct advantage.

For this reason, we are investing significant effort in developing and embedding shared values and strong internal culture that supports every employee’s growth, involvement, and accountability in achieving our common goals.

The sustainability and development of healthcare professionals are not solely the responsibility of employers but a matter of public interest. Sustainable healthcare is not possible without strong, motivated, and well-supported professionals. The experience of “Mēness aptieka” demonstrates that sustainable healthcare starts with the development, support, and respect of employees. Investing in people pays back through better public health – something we, as a company, witness every day.

“Mēness aptieka” has developed effective internal communication tools and activities designed not only to keep employees informed about current updates, but also to encourage engagement and participation. We regularly organize various professional, educational, and qualification-enhancing courses and seminars.

We also focus on team-building activities – organizing events for employees and their families. In addition, we provide opportunities for employees to maintain a healthy lifestyle, such as regular health check-ups, access to healthy meals at work, participation in physical activities, and various sports events. Every employee at “Mēness aptieka” receives health insurance.

Health-promoting activities are especially popular – the “Mēness aptieka” team, together with their family members, is well represented at events such as the “Stirnu buks” trail run and the “Rimi Riga marathon”. Warm holiday greetings are never forgotten, and one of the most anticipated events of the year is the annual company ball, featuring awards, acknowledgements, and gifts for employees and their children. Special recognition is given to our long serving “golden” employees who have been part of the company for more than 20 years.

We also place great emphasis on helping employees maintain a healthy work–life balance. There are opportunities to work closer to home, and depending on the position, employees can also work remotely or take advantage of flexible or part-time schedules.

For nine years, the company has been investing in the pharmacist assistant study program, and new specialists have become an important support in the daily work of our pharmacies. We ensure that employees have opportunities for internal growth and actively provide the means to achieve it.

Our employees also greatly value the chance to participate in the company’s social responsibility initiatives – offering both professional and emotional support through events and activities that assist para-athletes, people with special needs, seniors, and other vulnerable groups in society.

Every success we achieve starts with our people - our pharmacists, pharmacy assistants, and all colleagues, who live with our values and bring commitment to society into daily work. 

We encourage everyone to see this process as an opportunity for growth. Certification provides a valuable external perspective on company culture, employee engagement, and management practices. It helps us recognize our strengths and identify areas where we can continue to improve.

In our view, maintaining openness is crucial – listening to our teams, analyzing feedback, and applying these lessons to enhance employee well-being, as they are the foundation not only of a better work environment but also of sustainable company growth. This certification is not only a recognition of what we have achieved but also a roadmap for the future – an opportunity to become even better employers and colleagues for our employees, customers, and the wider community.

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.

Employee engagement at Novo Nordisk Romania is built on a foundation of strong values, a respectful workplace culture, and consistent investment in personal and professional development. The organization fosters an environment where people feel valued and empowered to contribute to a shared mission of improving patients' lives.

The pharmaceutical industry, like many others, is navigating rapid change and rising expectations from employees regarding workplace flexibility, career growth, and meaningful work. At Novo Nordisk Romania, the challenge is met by creating a culture that blends performance with purpose, ensuring employees feel connected to both the business goals and the impact they have on society.

Teamwork is a central pillar of Novo Nordisk Romania’s culture. Employees have highlighted collaboration and the spirit of unity as some of the most rewarding aspects of working at the company. These elements are embedded in daily work life and strengthened through various initiatives that bring people together around shared goals.

Being certified as a Best Place to Work is a proud moment for the organization. The recognition was largely based on positive employee feedback collected through an anonymous survey, in which team members expressed high levels of satisfaction with their work experience. It confirms that the efforts to build a strong, inclusive, and engaging workplace are making a real difference.

The key is to truly listen to your employees and make their experience a priority. By fostering a people-first culture and staying committed to continuous improvement, organizations can not only achieve certification but also create lasting value for both their people and the business.