Finalist: Workplace of the Year Award 2016 and Innovation in Work Culture Award


1. Communicate openly: our aim at is to empower our employees to take ownership and be proud of the work that they produce. Managers and employees talk freely, openly, and honestly to one another. We believe in transparent “open door” policy and any of our employees, at whichever level, can go to the CEO’s office if they wish

2. Give your employees a sense of accountability: leadership is also an important part of why our company culture is so rich. Every single employee working at is expected to be a leader. Leadership includes starting up new projects, initiatives and ventures within the umbrella; participating in cross-disciplinary projects for learning, growth and development; participating in CSR activities that are good for all of the community; and contributing to a company culture that is fun, creative and efficient at the same time. This includes taking responsibility for their own wellbeing

3. Have an employee-centric culture: When it comes to the interests of the employees, our wellbeing policies and practices are at the essence, employee-centric. They focus on their input, their ideas, and their contributions, which all funnel in building a stronger and more wholesome strategy

4. Offer more training and development. A simple idea we’ve found useful is brown bag sessions. These are very popular monthly education and motivation sessions with key guest speakers conducted for up to 35 participants over lunchtime with the general objective of empowering the participants to increase self-confidence, communication skills, attitude, morale, wellbeing and work-life success

5. Utilize unstructured listening: We are an online company and as such respect the crucial importance of expedient communications at all times. For example, we have found it very useful to have a virtual chat on company intranet, in which every employee is logged in all the time and any individual can directly reach out to any other online and address any issues

6. Use structured listening: We conduct monthly “Town Hall” meetings focused on sharing and receiving feedback from our employees in all offices; daily huddles to provide a quick way to update small teams on urgent matters and resolve and pending items; and weekly meetings focused on performance of last week, plans for coming week, and any bottlenecks or opportunities or strategy revisions that need discussing. Structured communication helps ensure that everyone has a voice

7. Thanking people often: At we thank our teams regularly and often and encourage a spirit of appreciation and support to permeate the entire organization. We celebrate employees for both hitting their KPIs as well as for representing our values

8. Appoint wellness officers: at, we have at least one wellness officer at each of our offices all over the region whose job is to ensure that our wellness policy continues to be applied and that feedback is shared by everyone

9. Offer flexible working arrangement: at, we believe that employee wellbeing is not just tied to physical health, but their overall quality of life. And by offering flexible working hours, your employees can alter their working habits to fit their lifestyle needs, where they can also focus on things that adds meaning to their lives such as family, faith and hobbies

10. Most importantly, be clear about what you stand for as an organization in terms of values


1. Avoid activity-oriented wellness programs: it is only through results-oriented wellness programs that an organization can truly make a positive impact on their employees’ health and wellbeing. This means starting with listening to employee needs, devising plans accordingly, then measuring and tweaking based on results

2. Avoid over complicating your wellness programs: In order for your wellness program to be easily understood and followed, organizations should try to keep the whole process as smooth as possible to ensure employee participation and program success

3. Avoid using negative reinforcement: You never want to present negative consequences or threats as a way to increase participation in your programs. Always focus on the positives and the rewards

4. Don’t disregard employee input: In order for an organization to run successful wellbeing programs, they need to truly understand what the employees need. Take their input into account by asking them question and even inviting them to brainstorming sessions and meetings that will create your programs

5. Avoid launching a wellness program without announcing it beforehand, as to give employees the chance to make time and prepare for it and to feel included from the start

6. Don’t forget training and resourcing. If you are relying on internal talent and resources to launch any wellness program, ensure first that your teams are prepared and have all the necessary means to successfully carry out the program. If necessary, offer training or external resources

7. Don’t incentivize the wrong things: Wellness programs are made to motivate your employees to lead healthier lifestyles. And to make the most out of your program, you’ll need to incentivize the right behaviors and practices such as exercising and having healthy diets, working efficiently to avoid long hours, stress-relief practices, etc.

8. Don’t assume you’ve communicated enough. Hanging a poster or sending an email is most likely not enough. Organizations’ wellness programs needs to be repeatedly communicated in various ways and on various platforms to insure its effectiveness

9. Don’t treat your wellness program as a perk: perks rarely stay for the long run, but usually come and go. Benefits on the other hand tend to persist. Treat your wellness program as a long-term strategy that would grow and improve with your teams

10. Don’t use the wellness program to solve irrelevant problems: having a clear objective of each wellness program /initiative should take care of this. But in all cases, don’t push for a program or an activity to solve issue x when you know that your employees are struggling from an entirely different problem