Creating a strong company culture doesn’t require elaborate strategies. What matters more is clarity, consistency, and a willingness to listen. Still, many organizations hesitate to offer autonomy and flexibility, worried that it might weaken productivity or employee commitment.

But the data points in another direction. PwC’s 2024 Workforce Hopes and Fears report shows that 87% of employees value collaboration, and 81% prioritize flexibility in their roles. The report also finds that 60% believe their jobs can be done remotely. In the past year, 86% of respondents worked from another country, with 81% doing so with their employer’s awareness, well above the global average of 51%.

These trends reflect changing expectations around work. The 2024 Workplace Culture report by Together Inc. identifies accountability, achievement, and commitment as the top personal motivators for employees. These values increasingly shape how people approach their jobs and define success.

Some companies are starting to respond to these shifts in a more structured way. EDGE Group, a technology and defense firm based in the UAE, was recognized in the 2025 Employee Happiness Awards in the ‘Best Company to Work For – Large’ category. Its recognition highlights a move among certain organizations to move beyond token gestures and adopt more deliberate, long-term approaches to building supportive work environments.

HEALTHY COMPANY CULTURE

 As companies rethink their approach to the workplace, there’s growing recognition that a strong culture is built on more than perks. It requires clear policies, consistent support, and an environment where people feel both trusted and challenged.

At EDGE, this thinking is reflected in how human capital is positioned. “We focus relentlessly on attracting and retaining exceptional people, then surround them with the recognition, resources, and autonomy they need to thrive,” says Sana Al Daoumi, Senior Vice President of Human Capital. Rather than operating as a support function, EDGE integrates human capital strategy into core business planning.

The company’s hybrid model, which features remote work on Fridays and additional work-from-home days, aims to provide employees with more flexibility to manage both personal and professional responsibilities. “Our people have the autonomy to structure their work and family schedules. As a result, we’ve achieved an 80% satisfaction rate in work-life balance,” says Al Daoumi. This mirrors broader trends seen across the region, where employees are increasingly prioritizing flexibility and autonomy.

Al Daoumi also emphasizes the company’s focus on employee development through a range of programs, including technical training, mentorship, leadership development, and structured opportunities such as internships and graduate schemes that support the growth of UAE Nationals.

She also notes the importance of creating a sense of belonging in the workplace. EDGE has introduced policies that go beyond standard requirements, offering extended parental leave, nursing rooms, and education assistance to support employees’ broader needs.

Diversity and inclusion remain key priorities at EDGE, which employs more than 14,000 people from over 80 nationalities. “We view diversity as a strategic asset, one that drives fresh thinking, fuels innovation, and enhances performance,” says Al Daoumi.

This perspective shapes several of the company’s internal policies and practices. Hiring and promotions, she explains, are guided by fairness and transparency, with an emphasis on merit-based development. “We place particular focus on the youth demographic, recognizing that early-career professionals seek purpose-driven work and the chance to make an impact.”

That focus on younger talent is reflected in initiatives such as EDGE IGNITE, as well as internships and graduate programs tailored to support UAE Nationals. Alongside these efforts, the company has also introduced Female Development Councils, designed to provide mentorship, visibility, and targeted support to help women progress within the organization.

“Diversity is not just about representation. It’s about access, opportunity, and belonging. By embedding inclusion into our culture and amplifying employee voices, we’re creating a workplace where everyone feels valued, supported, and empowered to succeed,” she adds.

EMPLOYEE WELLBEING

Employee well-being is increasingly seen as a core element of workplace culture, not just for individual fulfillment, but also for long-term organizational resilience. Al Daoumi notes that well-being goes beyond physical and mental health to include purpose, belonging, work-life balance, and opportunities for growth.

“In fast-paced, high-performance environments like ours, it’s easy for people to deprioritize well-being,” Al Daoumi notes. “When employees feel genuinely supported in all aspects of their lives, they are empowered to perform at their best and contribute meaningfully to the organisation’s success.”

At EDGE, the approach to wellbeing is designed to be both holistic and proactive. Support is offered through a variety of initiatives, including healthy lifestyle programs, onsite gyms, annual health screenings, mental health resources, financial wellbeing support, and flexible work arrangements.

“Well-being also means recognizing that employee expectations are changing. Flexibility, inclusion, and rapid development are no longer optional, they are expected.”

HR STRATEGY

A strong company culture is often anchored in a clear and responsive HR strategy. At EDGE, this has meant using digital transformation to reimagine how employees interact with the workplace, whether through learning and development or everyday processes.

“We have replaced manual processes with intelligent systems tailored to employee needs,” says Al Daoumi, referring to the company’s Industry 4.0 initiatives. Tools like SAP SuccessFactors and SniperAI are used to streamline the employee experience, creating more accessible and efficient workflows across the entire employee lifecycle.

“We have also integrated HR analytics and AI-driven tools that provide real-time insights, empowering both employees and managers to make smarter, faster decisions,” she explains.

One area of experimentation involves the use of AI-powered avatars, modelled on real members of the HR team. “These reduce administrative workloads while delivering highly personalised, human-like interactions that foster a stronger sense of connection and engagement among employees.”

As expectations around work continue to evolve, EDGE has introduced hybrid work models and internal mobility programs aimed at meeting employee demands for flexibility, transparency, and continuous development. The company is also in the process of developing its first Corporate Social Responsibility (CSR) strategy, which will offer more structured opportunities for employees to participate in community, environmental, and national initiatives.

“We are also expanding platforms for employee voice, such as Employee Resource Groups, the EDGE Youth Council, and internal Champion Forums, to ensure our people are not only heard but also actively shaping the workplace and the impact we create together.”

LESSONS AND ADVICE

Reflecting on the evolving role of company culture, Al Daoumi underscores the importance of being deliberate. “One of the most important lessons I’ve learned is that culture must be intentionally designed and consistently upheld to act as a true strategic asset,” she says. “When purpose and values are clearly defined and lived throughout the organisation, culture becomes a catalyst for high performance rather than a theoretical ideal.”

This structured approach, she notes, has been key to building trust and shared accountability across a diverse workforce, spanning emerging talent and seasoned professionals from the UAE.

That foundation has also supported the company’s growth over the past five years, shaped by a long-standing emphasis on placing people at the center of business decisions.

“By investing in talent and empowering employees to thrive, we have created an environment where innovation, collaboration, and resilience flourish, enabling EDGE to deliver on its mission in one of the world’s most demanding sectors,” she adds.