< PreviousCEO MIDDLE EAST’S LEADERS FOR 2022 20CEO MIDDLE EAST JANUARY – MARCH 2022 51,000 The number of Foodics’ points of sale in more than 23 countries What is your outlook for 2022? The future is bright for our sector and we are extremely positive as, despite the pandemic, the food and beverage market is still predicted to grow at a compound annual growth rate of about 9.5 percent, forecasting a market worth over half a tril- lion US dollars in 2028, according to Sta- tistica – in 2021, the global F&B market was worth $281.14bn. Digitisation of restaurant operations has been key to this trend, and as the lead- ing restaurant-tech company in MENA, we are well positioned to capitalise on this growth both regionally and internationally. How have you adapted your business throughout 2021? Foodics’ mission has always been to make an impact on the F&B industry by helping business owners overcome fore- seen and unforeseen challenges, such as the recent pandemic, through digital tech- nologies. During recent unprecedented times, we remained strong and the teams proactively fast-tracked product develop- ment in order to best support the whole ecosystem through the crisis. For example, we helped outlets integrate into the online delivery aggregators in order to secure an increase in their order volumes. We had 90 percent of stores completely locked down at some point during the pan- demic. This was really serious at that time. What fundamental changes has Cov- id-19 caused in your sector? The F & B industry has indeed wit- nessed a huge shift in the way it functions, especially with regards to digitisation of traditional restaurants and the rise of cloud kitchens due to the hefty weight of rentals in high-demand areas and the im- pact of the pandemic. The increase in data-enabled kitch- ens through Foodics are also making it easier for restaurateurs to adopt data- driven decisions. Restaurateurs can uti- lise the available data to understand and respond to customer likes and dis- likes, not only to build and boost word of mouth, but because online reviews will determine how restaurants are ranked and viewed on aggregated food delivery platforms. They are then able to receive customer feedback in real time and adjust their strategy accordingly. How has your management and leadership style changed throughout the pandemic? With eight offices servicing our Food- ics customers 24/7 in over 25 countries, we have grown at a rapid rate since in- ception and the pandemic was another turning point for us. During these diffi- cult times, F&B brands relied on us more and more. Our restaurant management ecosystem enabled owners to run their operations seamlessly and continue to grow their business despite the challeng- ing conditions. CEO, FOODICS SAUDI ARABIA / FOOD & BEVERAGE Ahmad Al ZainiJANUARY – MARCH 2022CEOMIDDLE EAST21 CEO MIDDLE EAST’S LEADERS FOR 2022 What is your outlook for 2022? The manner in which the UAE has managed the pandemic, whereby we have kept communities safe while retaining sufficient momentum in the economy, is testament to the visionary leadership of the nation. As a result, we have seen rapid recovery across all sectors, with many forecasted to rebound to pre-pandemic levels. For GEMS Education, the story is no different. Our schools have proved remarkably resilient, and 2022 will witness continued enrolment growth across all segments of our portfolio. How have you adapted your business throughout 2021? The education sector has operated relatively normally through 2021. The start of September 2021 saw a return to face-to-face learning in schools across Dubai and the majority of the UAE. I am proud to say that our schools have delivered record-breaking academic results for two consecutive years, in 2020 and 2021, which proves the efficacy of our technology, our teachers and educators, our pedagogy and our processes. What fundamental changes has Covid-19 caused in your sector? The pandemic has exposed the fragility of education systems around the world, which is disheartening. However, it has also caused an unprecedented and rapid adoption of technology solutions – systems and tools that are now here to stay, as they have opened the door to enhanced, more person- alised education provision. How has your management and leadership style changed throughout the pandemic? Resilience, care, agility and adaptability are core at- tributes of any leader at GEMS Education. We simply had to anchor ourselves deeper within those attributes. CEO, GEMS EDUCATION Dino Varkey What is your outlook for 2022? I am excited for 2022! As a Dubai homegrown brand, FIVE is all set to conquer global shores with the launch of FIVE Zurich in the Summer 2022 while Fly FIVE (a FIVE party on a plane) takes the skies in Q4 of 2022. FIVE Palm Jumeirah and FIVE Jumeirah Village outperformed in 2021 – both hotels continued to be Leaders in their STR competitor sets – with each hotel, individually ranked number 1. FIVE Palm Jumeirah has generated a TrevPAR of 246 percent more than its competitive set while FIVE Jumeirah Village gener- ated a TrevPAR of 286 percent more than its competitive set. This has resulted in an increase of total revenue generated between both hotels by 153 percent since 2019; and in 2022 we plan to continue to break our own records! How have you adapted your business throughout 2021? The Vibe at FIVE that attracts visitors from all around the world, is a result of a highly driven and focused FIVE Tribe, and therefore FIVE has always shone a spotlight on rapidly and keenly rewarding our ‘FIVE Stars.’ Our team members are always given the opportunity to succeed along- side FIVE, as we rapidly expand – so do their incentives, as proven by a 236 percent increase in incentives paid from AED12.7m in 2019 to AED30m in 2021. In fact, in a recent employee survey conducted by Aon Hewitt they discovered the incentive pay-outs at FIVE to be 318 percent higher than the industry norm. What changes has Covid-19 caused in your sector? FIVE was an early adapter and introduced long-stay of- fers allowing guests to stay over longer periods of time (7 or 14 nights) at the hotel with their own private swimming pool and in-room catering from all in-house restaurants. Our revenue generating initiatives included finely tuned targeted market- ing campaigns for our clientele, such as ‘Pay 3, Stay 4,’ ‘Pay 6 Stay 8’ and Stay and Dine,’ that continue to run successfully. Aloki Batra CEO, GEMS EDUCATION UAE / EDUCATION CEO, FIVE HOTELS AND RESORTS UAE / HOSPITALITY22CEO MIDDLE EAST JANUARY – MARCH 2022 CEO MIDDLE EAST’S LEADERS FOR 2022 $450BN The potential real estate investments the UAE could attract due to the govern- ment’s excellent pandemic response What is your outlook for 2022? Q3 2021 has been the best Q3 recorded in the history of Dubai real estate in terms of sales transaction value and the best Q3 for sales transaction volume since 2009, according to Property Finder. The Dubai real estate sector witnessed an exceptional growth in sales transac- tions in terms of volume and value in No- vember. It recorded AED 28.5 billion sales through 9,368 transactions, reflecting a significant increase compared to AED 16.2 billion sales through 5,762 transactions ahead of Expo 2020 in September. In fact, the real estate market is ex- pected to see a sharp rise in its value as long-term tenants are switching from renting to buying homes to secure them- selves in one of the most sought-after des- tinations in the world. This turnaround was unexpected to property analysts and observers, but it is clear that things are rebounding and look- ing up. I predict 2022 will continue the mo- mentum of 2021 because of the aftermath of Expo coupled with the recent incentives introduced by the UAE government to at- tract investment and foreign talent. The fact that the UAE has overcame the worst of the pandemic, coupled with the successful launch of Expo 2020 Dubai has added to the confidence that is taking hold in the residential market. The UAE’s rapid response to the Covid-19 pandemic has attracted the world’s wealthy investors, who continue to flock to Dubai, snapping up the most expensive homes. According to Dubai Chamber of Com- merce’s quarterly Business Leaders’ Out- look Survey, Business confidence in Dubai is at its third highest level in 10 years due to the positive impact of new regulations and business incentives and other major initiatives introduced by the government. The UAE looks set to become a global economic centre of gravity in post-Covid era. Because of its successful strategy to handle the pandemic and quick roll out of its vaccination drive, it has a potential to attract up to $450bn investments in real estate sector. The demand is driven by how Dubai and the UAE government have handled the pandemic. A lot of people are relocat- ing from Europe, the US, India and South Africa. People are moving here because they feel safe and because the pandemic is under well control. The UAE, the Arab world’s second- largest economy, accelerated the vaccina- tion programme to prevent the pandemic from spreading. According to official data, more than 21.3 million vaccine doses have been administered as of November since the start of last December. I anticipate human capital will grow exponentially as there are so many ambi- tious plans across the UAE for expansion and growth. FOUNDER, DAMAC PROPERTIES Hussain Sajwani UAE / REAL ESTATEJANUARY – MARCH 2022CEOMIDDLE EAST23 CEO MIDDLE EAST’S LEADERS FOR 2022 What is your outlook for 2022? 2022 will be a year of increased growth based on the stability created within the UAE that has navigated the Covid pandemic extremely well, and gives many sectors the opportunity to see growth. As a direct importer, distributor and ecommerce retailer we will face a number of supply chain challenges, increased costs and freight capacity, that are expected to continue into Q4 of 2022. How have you adapted your business throughout 2021? Kibsons’ goal at the start of 2021 was to increase our product offering, based on the demand and our customers’ requirements experienced during the 2020 lockdown. We expanded our category ranges to included but not limited to self-care, health, pet-care, festive theme among others. We also focused on lifestyle trends expanding our vegan, vegetarian, keto and gluten free ranges. What fundamental changes has Covid-19 caused in your sector? Our growth and budget projections for 2020 and be- yond were accelerated five-fold in the space of few months. We managed to employ more than 400 staff in less than six weeks in 2020 during lockdown. There was a fundamental shift within the country to ecommerce and once customers had experienced the ease, quality and convenience they continued to use the ecom- merce platforms. How has your management and leadership style changed throughout the pandemic? Kibsons continues to be a family run business and we have continued a very similar style of leadership with quick decision making processes in place, to ensure we adapt, address and implement effectively and efficiently. MANAGING DIRECTOR, KIBSONS UAE / ECOMMERCE Jamal Hussain What is your outlook for 2022? In 2022, we expect to see the global tourism industry stabilise, a trend we have witnessed particularly during the last quarter of 2021, with the traditional source markets of India, Russia and Saudi Arabia returning to their posi- tions amongst the top 10 markets for international tourism arrivals. Expo 2020 Dubai is also providing a huge impetus to growth, so optimism remains high across the tourism ecosystem. We anticipate that 2022 will bring sustained international visitation from established, as well as new and emerging mar- kets, whilst more and more travellers discover and re-discover the city, contributing towards Dubai’s expected 3.4 percent economic growth next year. Indeed, this upward trend is demonstrated in Dubai’s latest tourism figures, which culminated in 24.74 million occupied room nights between January and October 2021, in comparison to 15.66 million room nights in the same period for 2020. As we look forward to 2022, we are reflecting on the strategic drivers of the tourism sector’s sustained growth and applying these insights to current and future strate- gies and global marketing campaigns. Dubai continues to lead the global tourism rebound and stimulate international business growth, and we are rallying our efforts to ensure that this upward momentum continues throughout 2022 and beyond. Fundamentally, our focus on raising the bar and ensuring Dubai shines bright as a diverse, multi-faceted destination will continue. Our emphasis on cultivating the domestic, as well as international tourism market and developing attrac- tions and offerings that have enduring appeal will remain, and this in turn will drive visitor confidence and growth across the entire tourism ecosystem. CEO, DCTCM UAE / TOURISM Issam Kazim24CEO MIDDLE EAST JANUARY – MARCH 2022 CEO MIDDLE EAST’S LEADERS FOR 2022 What is your outlook for 2022? The opportunity in the on demand delivery space is still incredibly large and will continue to boom for the upcoming many years, 2022 being no different. The pandemic accel- erated digitalisation of services and consumers have been rapidly using online platforms to access all their essentials on demand. New users will continue adopting online in 2022 yet at a slower pace. In addition, the next two years should be critical to deter- mine which market players out of the myriad that entered the space are equipped to serve consumers the best and thus win a more durable spot in this competitive space. How have you adapted your business throughout 2021? 2021 has been the year full of opportunity for InstaShop where we doubled our team and increased our business by over 50 percent – the pandemic transformed the industry in terms of offerings and competitive intensity to the benefit of the consumer. InstaShop was early on to the trend of the on de- mand delivery of anything and had onboarded a vast number of retailers from different verticals from 2018. What first started as a grocery delivery service, now has expanded its value proposition even further to offer beauty products, electronics, stationary, pharmacy products as well as food delivery. We took more control of the experience of our users with our own pickers in many partner shops, while we also intro- duced our own delivery fleet to support our partner retailers and accelerate the delivery process to meet the ever increas- ing expectations. What fundamental changes has Covid-19 caused in your sector? The biggest element was a hike in demand. The beauty of being a marketplace is that we are designed to handle higher volumes of orders, compared to other platforms and this has been a huge competitive advantage against other models. FOUNDER & CEO, INSTASHOP UAE / ECOMMERCE John Tsioris What is your outlook for 2022? What the past few years have taught us is that it’s critical to be as agile as possible, both as an individual and as a busi- ness. We are very confident that what is set to stay well into 2022 is the continued acceptance and accelerated adoption of everything virtual and digital – from virtual working to online shopping to virtual events. As a business, a key focus is to get ready to evolve as consumer expectations and behaviour continue to shift in this direction. How have you adapted your business throughout 2021? We’ve been conscious of the evolving ecosystem and changing consumer behaviour that have mainly resulted from the pandemic and have made it a focus to stay relevant for our customers. This means adapting our offerings to best meet customer expectations from how they prefer to order to how they would like their meals packed. From this perspective, everything our teams are focusing on is geared towards adapting our business to better meet the changing customer needs. What fundamental changes has Covid-19 caused in your sector? Covid-19 and the global lockdown has caused permanent changes in the F&B sector. Lockdown and dining restrictions have shifted consumer perception on what is considered ac- ceptable or normal for food delivery. Consumers are willing to spend more on delivery with a higher frequency. Likewise, inviting people over to dine over multiple types of delivered food is also becoming a norm – signifying that delivery has evolved beyond convenience to become a dining experience. The dining landscape has permanently shifted, and on- line food delivery is continuing to grow, and looks set to be a permanent part of our lives. CEO & CO-FOUNDER, KITOPI UAE / FOOD & BEVERAGE Mohamad BalloutJANUARY – MARCH 2022CEOMIDDLE EAST25 CEO MIDDLE EAST’S LEADERS FOR 2022 520% The turnover of MG cars in Oman from 2019 up to the present What is your outlook for 2022? I am broadly positive on the economic outlook of 2022. Strong income growth coupled with healthy consumer balance sheets should support consumption. I am also seeing encouraging signs on the in- vestment front with businesses engaging in capital-intensive projects with govern- ment spending and investment set to re- main elevated. Against this backdrop, I believe that the local economy is well on track to recover to where it would have been had the virus never hit and perhaps to even exceed that level. Virus-related restrictions and energy price spikes could weaken growth for a couple of months but I expect growth to recover after things normalise, returning economies to their original trajectories towards full recovery. How have you adapted your business throughout 2021? Throughout 2021, we have been keep- ing a close watch on the pandemic situation and its impact on the economy. As automo- tive showrooms remained closed for a long time, we launched ecommerce operations where consumers could purchase a car on- line. This launch was intended to help MG Motor reach a wider customer base and maintain a continuous relationship with current customers and partners. To provide premium experience to our niche custom- ers, we also enhanced the e-commerce platform of Jaguar Land Rover to give them the much-deserved personalized experi- ence. This move enabled MHD ACERE to achieve its goals of delivering utmost cus- tomer satisfaction and improving overall brand awareness. Another step we took was to diversify our operations and we launched construc- tion equipment and a renewable energy business in 2021. We became more flex- ible vis-à-vis our business approach, and at the same time, more aggressive as we didn’t want to leave any single opportunity that came our way for growth and devel- opment. We brought niche brands such as McLaren Automotive, ABB EV Chargers, Varta Batteries, XCMG and Weir Trio in Oman. We expanded the sales and after- sales network for MHD ACERE, setting up eight new sales facilities for the busi- ness across different locations in Oman and for aftersales, we grew from just three facilities in 2019 to 12 aftersales facilities in 2021. As a result, we managed to create enhanced job opportunities for the local population and even contribute to na- tional development. What fundamental changes has Covid-19 caused in your sector ? Covid-19 brought in a lot of challenges especially in the automotive sector in terms of sales and stocks. But with our determina- tion, flexible business approach, teamwork and our strong relations with partners and principals, we managed to overcome most of the challenges. CEO, MHD ACERE Mohsin Hani Al Bahrani OMAN / TRANSPORT26CEO MIDDLE EAST JANUARY – MARCH 2022 CEO MIDDLE EAST’S LEADERS FOR 2022 What is your outlook for 2022? After two years of restrictions people want to live, to meet, to socialise and of course to exercise. They will do it quickly and with a different approach and an unprecedented digital attitude, acquired in recent months. Talking about our sector, with no doubt health and wellness has become a key priority for people at global level. People will be ready to spend more time and invest more money on their health and quality of life, that’s why I see a very positive outlook for the fitness and wellness industry. How have you adapted your business throughout 2021? Technogym business strategy is based on an ecosystem approach that includes connected smart fitness equip- ment, digital services and on-demand training contents to offer people personalised wellness experiences anytime and anywhere: at home, at the gym, at hotels, at work and outdoor. This strategy has allowed us to adapt very quickly to the different conditions during the pandemic: during lockdown we have been reaching our customers at home and helped, thanks to our digital platform, fitness clubs to provide their classes and programmes to members at home. What fundamental changes, if any, has Covid-19 caused in your sector? We believe that the future of the fitness and wellness sector will be hybrid. People in the future people will train both at home and at the gym, exactly the same way they go to the restaurant and at the same time use the home delivery service. People will train sometimes in the convenience of their homes but they will also go to fitness clubs to look for rela- tionships, variety of equipment and activities and profession- alism of the service. What is your outlook for 2022? The water industry holds immense potential. We’re continuing to see a strong relationship between water security and economic growth. In the emerging anticipation of climate change, sustaining clean and safe water supplies has become even more critical. Metito is a key enabler of this. We work closely with governments and industry stakeholders in achieving national water security targets, particularly in countries of acute water stress. As the water-energy nexus is becoming progressively critical, our experience in developing water Public Private Partnerships gives us the edge, particularly in desalination, the most used application to secure potable water across key emerging markets. How have you adapted your business throughout 2021? Over the years, we’ve built a resilient business model with human capital at its core. With our empowered and commit- ted leadership, we had in place a business continuity Management plan and were quick to respond to the fast- evolving situation. We’ve also invested in growing our teams across key func- tions and in augmenting the company’s digital infrastructure and assets, all to ensure that we continue our growth trajec- tory despite the challenges. We are fully operational and back to “business as usual” in most markets but continue to be proactive and vigilant. What advice do you have on how to adapt and overcome challenges? Experience has shown that companies with a resilient business model have increased chances of emerging from downturns stronger and more competitive. Strong leadership with the right combination of capabilities are key. This has been the core to our success. CEO & FOUNDER, TECHNOGYM CHAIRMAN & CEO, METITO UAE / FITNESS UAE / INDUSTRY Nerio Alessandri Mutaz GhandourJANUARY – MARCH 2022CEOMIDDLE EAST27 CEO MIDDLE EAST’S LEADERS FOR 2022 57M The number of passengers Dubai International Airport is expecting to handle this year What is your outlook for 2022? Considering the consistent rise in passenger traffic at Dubai International (DXB) throughout 2021 and especially during the final quarter – a surge that compelled us to revise our annual forecast by an additional 2 million passengers, we are very optimistic about 2022. Of course, there are still many unknowns including the risk that new variants of the Covid-19 virus pose and more importantly the way in which governments around the world will respond to it, but we are cautiously optimistic. DXB is expected to welcome 28.7 million passengers in 2021 while the forecast for 2022 currently stands at 57 million passengers. How have you adapted your business throughout 2021? It was very clear from the outset of the pandemic that the key to a rapid recovery was timely and effective decision-making. The Dubai Government demonstrated exceptional leadership for us to follow at every stage in our road to recovery. Right from the beginning of the pandemic our approach was to be proactive and always prepared to respond quickly to the evolv- ing situation. Even as we temporarily shut down nor- mal passenger operations at DXB between March 25 and early July in 2020, we were busy utilising the down time to make our facilities safer and better for our custom- ers. Thanks to our readiness and agility we were among the first international hubs to restart passenger operations and the head start helped us consolidate our growth throughout 2021 and cement our position as the world’s busiest airport for interna- tional passengers. We reopened Terminal 1 and Concourse D, home of more than 60 international carriers, in June 2021 and re- turned DXB to 100 percent capacity with the opening of Concourse A – the purpose built A380 facility that serves Terminal 3, on November 24. We also hosted the Dubai Airshow 2021 – the first major interna- tional Airshow and the world’s largest in- person event of its kind, in November. What fundamental changes has Cov- id-19 caused in your sector? The pandemic has put health and well- being at the forefront and travellers are now more aware of hygiene and safety standards. Travellers also demand more flexibility in managing their plans and their journeys be- cause of the element of uncertainty around travel regulations that differ from country to country and can change suddenly. Most importantly the pandemic has accelerated digital adoption worldwide including within the travel sector. The de- velopment and adoption of initiatives such as electronic health passports, touchless kiosks and biometric driven check-in and passport control, really picked up speed over the past 20 months, resulting in sig- nificant enhancement in airport experience from the kerb to boarding gate. CEO, DUBAI AIRPORTS Paul Griffiths UAE / AVIATION28 CEO MIDDLE EAST JANUARY – MARCH 2022 WORK-LIFE BALANCE More and more people are realising that job titles, money and status are not enough, especially at the cost of wellbeing GENUINE WELLBEING IS HERE TO STAY t is an absolute understatement to say that the past 20 months of pandemic have changed our relationship with life, work, and what we wish from both. The existential crisis – and parallel quest for meaning and pur- pose – is now being felt more than ever. The pandemic has left an indelible mark, compelling many of us to take stock of our lives and giving us space to visualise a different set of variables. Life-threatening circumstances and even death have confronted us to reimagine and re-evaluate our purpose. As we continue to seek refuge from Covid, the pandemic is disrupting the workplace in ways we had not anticipated. Dubbed the ‘Great Resignation‘ by Anthony Klotz, associate professor of management at Texas A&M University, the workplace is seeing the mass exodus of employees quitting their jobs in search of more fulfilling options. Historically, employees would tolerate almost anything from their managers – sometimes even struggling through illness, excessive time away from family and burnout – simply to earn a living. The structures, however, are crumbling. While there are several reasons for this shift, the ‘Great Resignation’ has unmasked major deficiencies in employee wellness systems and organisational culture. In essence, the pandemic led the way for a great awakening to the pent-up dissatisfaction with our conventional model of work. At the heart of this massive shift is a great awakening: people are redefining life and success. More and more people are realising that job titles, money and status are not enough, especially at the cost of wellbeing. What I have observed in my own work is that people are placing a higher premium on their physical, mental, emo- tional, and spiritual health. A paycheck is no longer an incentive enough to remain I BY NANCY ZABANEH, WELLNESS EXPERT, FOUNDER OF DARSHAN AND KUNDALINI YOGA TEACHER AND TRAINER Promoting self-awareness . Zabaneh is a pioneer of physical, mental, emotional and spiritual fitness JANUARY – MARCH 2022 CEO MIDDLE EAST 29 WORK-LIFE BALANCE employed. There is a real longing for meaningful connections and experiences, as well as work opportunities that create real, tangible impact. I am seeing people who may have been sitting on the fence at work, now taking the plunge, and leaving their employers in droves. These people are taking new command over their lives and launching ventures as well as businesses much more aligned with their core values. There is a great awakening tak- ing place. What used to ‘work’ doesn’t seem to work anymore. We now ques- tion the status quo, and prefer not to move through our work roles blindly, year after year. Corporations and employers need to realise this shift and prioritise the wellbe- ing and happiness of their employees. In fact, the Great Resignation presents an incredible opportunity to retain the best talents by infusing employee wellbe- ing into the fabric of work. This means recreating wellness strategies, prioritising the financial health of employees, and making concrete plans to build a healthier and happier workforce. In real terms, this does not only mean more benefits, allowances and the kind of flexibility conducive to work/life bal- ance. A recent study by McKinsey & Co. explores the importance of strengthening relational ties between employers and employees, by going beyond relations that are merely transactional. Companies must take the time to in- vest in a more fulfilling work experience, whilst deeper empathy and compassion become prioritised as key skills to refine in business leaders. A sense of unity and connectivity was also highlighted by employees who additionally expressed the importance of good listening and validation from their employers. Key areas of focus could be summarised as follows: Conscious, authentic leadership is essen- tial – A compassionate leadership team is able to inspire, motivate and instill value. Executives must be properly trained with the right skills to navigate this fast chang- ing, dynamic workplace. Going beyond financial compensa- tion – Work is no longer about just paying the bills. Employees must be treated with dignity and respect, as human beings in their entirety. Introduce benefits that are relevant – This means offering more time off, ex- panding family care support and perhaps holding regular wellness programmes that extend beyond more than just compli- mentary massages and gym memberships. Build development opportunities – Reward and recognise staff, all the while helping to foster stronger career trajectories. Build community – Through team- building exercises, regular retreat pro- grammes and instilling a general spirit of service to the wider collective. Purpose, mission and values must all be aligned with wellbeing in this fast-shifting environment. Such align- ment can become a cornerstone of real organisational resilience. A win-win for everyone, where businesses thrive along- side their employees. There is one common thread run- ning through every human being. That ultimately, we are here to serve the world and, in some way, improve it. This period of great awakening is nudging us all – individuals and organisa- tions alike – to re-evaluate how our work makes the world a better place. “WE ARE HERE TO SERVE THE WORLD AND, IN SOME WAY, IMPROVE IT” 50% The estimated percentage of females in senior positions worldwide who are suffering from burnout Biggest asset. Purpose, mission and values must all be aligned with wellbeing in this fast-shifting work environmentNext >