Keeping employees engaged and productive is one of the most significant challenges for any leader seeking to build a successful organization and cultivate a strong company culture. Across industries, thriving workplaces are built on clear communication, trust, and genuine connection—all guided by a leader’s strategy and vision.

Although many employees in the Middle East report feeling stressed or fatigued at work, the overall sentiment in the workplace remains positive. PwC’s 2025 Workforce Hopes and Fears Survey shows that the region is posting some of the highest engagement levels globally, with 78% of employees reporting strong engagement and 82% stating that their productivity has improved.

As 2025 comes to a close, we spoke with leaders to learn how they are creating engaged and motivated teams while shaping workplaces that deliver results.

The comments have been edited for length and clarity.

Ahmad Ali Alwan, CEO of Hub71 

At HUB71, we create an environment where team members have ownership and the space to develop and test new approaches. Being surrounded by founders pursuing their ambitions and partners committed to success shapes our culture. 

We value diversity, encourage open collaboration, and build trust through accountability, fostering a workplace where the team feels connected to a mission, empowered to lead, and motivated to help build the future from Abu Dhabi.

Ahmad AlZaini, CEO of Foodics

The biggest shift founders will make in managing their organizations is when they realize that they have become the bottleneck. You can’t scale a company if every decision has to run through the founder. Culture is built when you create a team you trust so completely that things move forward without you in the room. 

For me, that trust came from hiring for mentality over perfect CVs, then letting go and delegating genuine authority. When people know you trust them with meaningful decisions, they gain a sense of purpose and ownership. And when that happens, productivity becomes the natural outcome of individuals building something they truly believe in. 

Leadership books suggest that culture is built from the top down. And it is. However, it becomes especially powerful when the entire team collaborates to shape it from the bottom up. So trust people with real responsibility, then step aside, and watch them build a company you never could have built alone.

Ahmed Elsheikh, President & General Manager for MENAPAK Foods, PepsiCo

We ensure our teams recognize their role in supporting the communities around them. It strengthens their sense of purpose, and it’s our responsibility as leaders to be transparent and make that impact evident, so each person sees how their role fits into the whole.

Belonging solidifies when people are trusted to develop their own ideas and collaborate freely. Granting that autonomy signals confidence in their judgment and encourages initiative over the long run. It also hinges on whether individuals feel their unique experiences and perspectives are taken seriously. Leaders need to listen closely to every voice and invest in people at every stage of their careers.

Ali Fakih, the General Manager of the Consumer Products Division at L’Oréal Middle East.

At L’Oréal, our collective purpose flourishes further when every team member’s voice is heard, when we foster an engaging workplace built on trust and psychological safety. We want our employees to feel fulfilled, empowered to speak up, and view mistakes as opportunities for learning.

When everyone understands their goals and is guided effectively, engagement naturally flourishes. Ultimately, this environment is shaped by modern, empathetic leadership—leaders who inspire, support, and foster a culture where purpose, belonging, and productivity thrive in harmony.

Amr Kawashti, Co-founder and Managing Partner of In Your Shoe

I’ve never liked the cliché of “we’re a family” cause we’re not. We’re a great team. A team that respects each other, pushes each other, and wins together. We ensure that everyone understands the broader context and how their work contributes to it. People feel engaged when they have space to be themselves, share ideas (even the weird ones), and see real impact. Purpose doesn’t come from motivational posters; it comes from trust, clarity, and building something meaningful together.

Andreas Skopal, CEO Merkle – MENA 

Creating an engaging workplace starts with recognizing that productivity and belonging are not opposing forces—they reinforce each other when culture is intentional. Over the past year at Merkle, one key learning has been that people do their best work when they feel connected to a shared purpose and trusted to shape how it is achieved. Engagement is not built through policies, but through clarity, autonomy, and genuine human connection.

Leaders need to provide context, not just direction. When teams understand the “why” behind decisions and see how their work contributes to clients and growth, ownership increases. Belonging grows from shared values and ambition. It requires visibility, open communication, and a leadership style that is present rather than distant. 

At Merkle, this is reinforced through cross-functional collaboration, continuous capability development, and opportunities for people to take on new challenges.

On a personal level, I also believe that it’s essential to use humor and fun at the right time to break down barriers and connect more effectively as individuals and as a team. I often refer to the quote, “The shortest distance between two people is laughter,” and this is often understated in a more formal corporate setting.

Arda Arat, General Manager, GNE, Haleon

At Haleon, we put people at the heart of our business. By connecting our work to our purpose of delivering better everyday health with humanity, employees see how their contributions make a real difference. We embed well-being into our culture through mental health programs, inclusive policies, and initiatives that energise our teams. Growth opportunities, mentorship, and continuous learning ensure our people thrive, not just perform. 

Eyhab Abdeen, Chief People Officer, PwC Middle East

People thrive wherever they feel they belong. Much of this comes down to a few essentials: having people with the right skills in the right roles, fostering a culture of continuous learning and coaching, and creating a psychological safety that allows them to contribute openly. When employees are confident in their capabilities and can apply them to meaningful work, they see the real impact they have on clients, industries, economies, and communities. Purpose naturally follows. From there, leaders must equip teams with the right tools and technology to work smarter and innovate. This is what drives productivity and lasting engagement. 

Faisal Toukan, Co-founder & CEO of Ziina

An engaging workplace starts with a simple idea: people do their best work when they feel they are custodians of something that matters. At Ziina, that begins with craftsmanship. We seek individuals who view their discipline as an extension of themselves. When you build a team around individuals who think this way, standards rise. The work sharpens. 

People push themselves because they want their output to represent them. That expectation sets the tone for everything else.

We keep the layers thin and the approvals few. Teams closest to the work make the decisions. When you protect that independence, talented people stay energised. 

Candor is another cornerstone. You can’t build ambitious products without direct dialogue. A culture that avoids unnecessary politeness in favour of clarity becomes more resilient and cohesive.

Hassan Safi, Group CEO of Al Ain Farms Group

People feel engaged when they understand the weight of their work and its impact on the world around them. In a company like ours, every role contributes to the reliability of the food that millions of households depend on daily. We drive engagement by making that connection visible and treating employees as partners in the organization’s evolution.

By demonstrating to teams how their efforts directly contribute to national food security and the UAE’s strategic objectives, we inspire pride and a sense of belonging. We also invest heavily in skills development and cross-functional collaboration to empower employees and build their confidence in tackling challenges. 

Jacob Jacob, Group Chief Human Resources Officer, Aster DM Healthcare

Leaders create engagement by being intentional about how work feels, not just how it gets done. Productivity rises when people clearly understand why their work matters and how it connects to a larger purpose. That clarity builds ownership.

Belonging starts with trust. When leaders listen, act on feedback, and stay visible, employees feel valued. Small behaviors matter, like regular check-ins, honest conversations, and recognition that feels personal, not generic.

An engaging workplace also strikes a balance between performance and care. High standards and empathy can coexist. When people feel safe to speak up, grow, and make mistakes, they bring their best selves to the organization. 

Jennifer Fischer, Chief Innovation & Growth Officer, Publicis Groupe Middle East

Leaders create engaging workplaces when they stop seeing jobs as a simple exchange of labor for money. Work shapes our days, our learning, our confidence, and our sense of contribution. It’s where many of our social bonds form and where we grow as humans, not just professionals. 

When leaders recognize the role work plays in someone’s whole life, they lead with more care, curiosity, and intention. They shift from “Did you deliver?” to “How can I help you thrive?”. 

That sense of purpose and belonging doesn’t just inspire better work; it builds stronger humans, stronger teams, and stronger companies. 

Ultimately, leaders who understand the weight work carries in people’s lives elevate not just performance, but the lived experience of everyone around them, and that includes their own.

Naomi Miles, Vice-President, Human Resources, AtkinsRéalis Middle East

At AtkinsRéalis, engagement is a leadership priority and a core part of how we work. Our global “Different Makes a Difference” program champions inclusion and drives measurable change, while initiatives like the APEX Challenge—a month-long fitness event—bring teams together for health, fun, and friendly competition. Throughout the year, webinars, focus groups, and onsite activities reinforce physical and mental well-being.

We also invest heavily in talent. Our Graduate Programme, launched in Saudi Arabia and expanded to the UAE in 2025, along with structured leadership pathways, provides early-career and emerging leaders with real responsibility, mentorship, and strategic exposure.

By blending purpose, trust, and belonging, we create a workplace that is productive, innovative, and well-positioned for the future, benefiting our people, clients, and the wider region.

Natasha Hatherall, Founder and CEO of TishTash Group

An engaging workplace is built on genuine human connection and clarity of purpose. For me, a key part of this is psychological safety—a culture where people can speak openly, share ideas, and make mistakes without fear. Purpose and ownership come next, with every team member clear on how their work impacts the bigger picture and a clear message that we “win together. 

Connection is so important today, especially in an increasingly tech-savvy world, so I believe in regular check-ins, open communication, and celebrating wins to build a sense of belonging. I free up my diary once a month to do one-on-ones with each of the 70 members of my team for an all-important check-in, and this is non-negotiable for me. 

Flexibility and trust are equally important, and when you support people with different needs and wants, and not just as employees, productivity follows naturally. Ultimately, if you create a human-centric workplace, people thrive, feel a sense of purpose, and genuinely belong. 

Razan Akrouk, Chief People and Sustainability Officer, GMG

Productivity and self-fulfilment are outcomes of purpose-driven work, and this begins with ensuring employees feel involved, valued, and genuinely connected to the organization’s goals. 

For leaders, building an engaging workplace starts with a clear vision and a people-first approach. At GMG, this is embedded in our five values. By focusing on organizational agility, internal mobility, continuous learning, and a strong employer purpose, we create an environment where employees can grow, contribute, and thrive as leaders. Investing in cross-functional collaboration, personalized development, and inclusive practices ensures that employees feel supported at every stage of their journey. 

Reim El Houni, Founder of Ti22 Films

I strive to truly understand my team. One of the most powerful tools I use is vision boarding. Twice a year, at the start and midpoint of the year, we hold personal vision board sessions, followed by a company vision board session. I ask each team member to share their top two personal and professional goals, and we intentionally incorporate them into our company vision. This ensures we’re actively working towards securing projects and opportunities that excite and engage them.

I also happen to believe in pushing people out of their comfort zone, which means it is very common for team members to find themselves experiencing things they never thought they would.

Additionally, I prioritize regular one-on-ones, team brainstorming sessions, and meaningful team-building experiences.  One thing we never skip, which may sound unconventional, is dancing in the office every day because the fastest way to shift your psychological state is to shift your physiological one.

Ricarda Ruecker, CTO of MCN MENAT.

An engaging workplace starts with leaders who care as deeply about people as they do about performance. When employees feel truly seen, heard, and trusted, they bring their whole selves to work and give their best. 

Purpose comes alive when leaders help people see how their roles connect to something bigger; how every contribution matters and directly shapes the company’s success.

By investing in growth and development, as well as fostering well-being and genuine appreciation, leaders send a clear message: you matter here. And when leadership is grounded in empathy, bravery, and authenticity, productivity follows, not because people are pushed, but because they want to give their best to a place that truly believes in them.

Tarek Miknas, CEO of FP7 McCann MENA

The first step is being clear on your company’s reason for being—its purpose, its why. People need to believe deeply in the change your organization wants to make in the world. For us, that meant being the Voice of the Middle East—representing consumers we understand intimately and proudly showcasing our region on a global stage. 

That belief sets higher standards, fuels ambition, and tells people we’re not just another agency—we share their aspirations.

Next, define values that truly represent who you are and inspire your behavior. Then live them, consistently. If you genuinely believe in your purpose and values, hiring becomes clearer. Lead with cultural alignment first, then technical ability—never the other way around.

From there, create an environment that is fair, safe, ambitious, collaborative, and fun, with clear paths for growth.

Finally, recognize and celebrate those who embody it all. People stay engaged when they feel seen, valued, and part of something bigger than themselves.

Tariq Bin Hendi, CEO of Astra Tech

Engaging workplaces are created by leaders who can understand employee needs and provide clarity on direction, helping people understand how their work contributes to something meaningful. 

As we evolved into a fintech-first, credit-led organization, it reinforced an important lesson: culture isn’t defined by slide decks, but by everyday behaviors. It is evident in how clearly goals are set, how transparently leaders communicate during change, and how empowered teams feel to take ownership.

Keeping employees engaged and maintaining momentum comes from disciplined execution and strong collaboration. When business, technology, operations, and support teams collaborate, silos dissolve, and decision-making becomes faster and more effective, while maintaining operational excellence and customer focus.

When people see the real-world impact of their work and feel a sense of purpose, engagement increases. Understanding how their roles improve customers’ lives fosters a deeper sense of belonging.

Yasser Taher, CEO of Magrabi

Creating an engaging workplace begins with a clear sense of purpose and a genuine culture of care. At Magrabi, we are committed to ensuring that every employee feels deeply connected to our mission and empowered to make meaningful contributions to it. Our People and Culture team plays a pivotal role in this journey, championing initiatives that foster well-being, professional growth, and an inclusive environment where everyone can thrive.

Through platforms like our annual M’Insights survey, we listen closely to our teams and act with intention on their feedback. This ongoing dialogue helps us create a workplace where people feel valued, heard, and inspired to grow.

An engaging workplace is built through intentional leadership and deep respect for the people who shape our success.

Part of Fast Company Middle East’s year-end series decoding the shifts and innovations that defined 2025.