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Business of Fashion
19-05-2025
- Business
- Business of Fashion
The 2025 Playbook for Employer Branding
Today, job candidates assess the suitability and opportunities of a prospective workplace as much as employers assess these candidates for their capabilities and potential in a role. Employees are also increasingly looking to align their personal values with their employers'. For instance, a Deloitte survey from last year found that 77 percent of Gen-Z believe it's important to work for organisations that share their values. It is no longer the case that young generations form an opinion of a company based just on its products or services. Instead, ethical practices, commitments to diversity, equity and inclusion (DEI) and social impact are also taken into account. What's more, salary is still top of mind for younger generations entering the workforce in a turbulent macroeconomic climate. However, a separate Deloitte study shows that, given the choice of accepting a better-paying but boring job versus one that was more interesting but doesn't pay as well, Gen-Z was fairly evenly split over the choice. 'The new generation, Gen-Z, really feel empowered to make a choice about where they work, even if consumer sentiment is down, even if inflation is record high,' said The Business of Fashion's (BoF) senior correspondent Sheena Butler-Young in a LinkedIn Live with BoF's commercial features editorial director, Sophie Soar, on The 2025 Playbook for Employer Branding. Businesses must grapple with changing employee expectations including work-life balance, flexible hours, and perks and benefits. Health and wellness, for instance, has become a key element in corporate benefit packages at a range of companies from luxury giants like LVMH, midsize fashion brands like Theory and beauty companies like Glossier. A 'one-size-fits-all' approach to workplace perks and benefits, learning and development opportunities, and career progressions, no longer works. Global offices must consider regional nuances across different workplace locations, as well as the multiple generations in their workforce. Below, BoF condenses key insights from the LinkedIn Live, The 2025 Playbook for Employer Branding. Embody and Demonstrate the Company Values Butler-Young and Soar discussed the diversity, equity and inclusion (DEI) rollbacks in the US, and the potential political divisions among the workforce of today. They noted how it is important for employers to communicate and remain consistent around the workplace values that they stand behind. However, there has been a notable step back from outright communication — even before President Trump issued executive orders in January that took aim at DEI policies. In February 2024, brands' and retailers' communications and activities relating to Black History Month in the US appeared to stall alongside momentum on diversity efforts across the board. Brands began steering clear of political claims ahead of, and now following, a divisive election year. Employers must consider if they need to demonstrate and communicate more clearly what it is that they're doing. — Sophie Soar, commercial features editorial director at BoF. That said, Butler-Young also noted a move amid businesses looking to demonstrate their values and initiatives through actions, rather than words alone. 'You should do it more than you say it, but I don't think you shouldn't say it at all,' she said. 'You don't have to speak up about everything, but have some things that you can truly stand behind as an organisation. Being clear on what that thing is, that you're good at it and knowing that your employees care about it.' Some brands and businesses take demonstrative actions seriously — Patagonia's founder Yvon Chouinard gave away the entirety of his company's shares and restructured Patagonia's ownership to reinvest Patagonia's profits towards combating climate change. Others demonstrate commitments to their values through other, less radical actions, such as publishing work towards environmental and social governance targets, or updating their hiring strategies for more inclusive practices. That said, employers should not assume that potential — or even current — employees know about their company's values and the initiatives or activations around these. 'You should definitely live the reality first and then demonstrate it,' said Soar. 'Employers must consider if they need to demonstrate and communicate more clearly what it is that they're doing, because there are a lot of assumptions that people know what an employer is doing or offering its community of employees or consumers.' Some brands and businesses are already sharing narratives around their employer branding — providing a peek inside their offices, or spotlighting employees and their talents — through their social media output. 'We're seeing all sorts of brands across TikTok and Instagram putting forward snapshots of an office and employees in the office,' said Soar. 'Whether you are aware of the fact that you're doing this or not, that is an aspect of employer branding.' Approach Return-to-Office Policies Strategically Business leaders are experimenting with return-to-office strategies, with many workplaces and employees adjusting to work-from-home turned hybrid working practices during and after the Covid-19 pandemic. While some workplaces are remaining flexible or fully remote, others are setting stricter parameters around office attendance — with some companies mandating the full five-day working week back in the office. If you start enforcing certain structures, there will be a massive knock-on impact on recruitment and retention. — Sheena Butler-Young, senior correspondent at BoF. This kind of practice is beneficial in encouraging greater collaboration and building a sense of camaraderie and community among colleagues. 'No one can dispute how important it is to collaborate in-person, to be around people, to not be holed up in your apartment or your house every day for your own mental health needs,' said Butler-Young. 'The risk is that we go too far back into traditional norms or being rigid around that.' Employers need to be realistic about what is expected about a return to the office — and must take into account the personal needs of each employee and varying methods of working. For instance, some individuals that live further away from the office, who were hired on the basis of remote working policies, might feel ostracised by new policies. Some juniors, however, may struggle to learn remotely when onboarded over asynchronous communication platforms like Slack and Zoom calls. 'Previously, when we were hiring in a much more work-from-home environment, it meant that you could hire people who weren't living within the immediate region where your office is based. It allowed [us] to open up the talent pool,' said Soar. 'But if you start enforcing certain structures, and these [employees] do not live close to the office, for example, they're not going to have the same opportunities available to them [and] there will be a massive knock-on impact on recruitment and retention,' she added. A return to office in 2025 is not necessarily a negative thing. It instills a sense of routine and structure for employees, and provides them opportunities for face-to-face interactions with members of the senior management and leadership team. Butler-Young and Soar discussed the idea that, if workplaces are mandating five days a week or set days back in the office, employers should consider certain levels of flexibility. For instance, there must be an understanding that an employee may have to leave at 4pm to go and pick up their children from school — but can continue working later to finish if necessary. 'An employer that doesn't have common sense rules around workplace flexibility is not where I want to be,' added Butler-Young. Align Company Perks and Services to All Generations and Regions Companies that expand beyond one area or region must take into account the social and cultural norms of every location. After all, what juniors in New York might value versus executives in Shanghai, for example, will likely differ. Butler-Young spoke to the importance of having brand codes that are firm and immovable but adapted regionally, taking into consideration the nuances of local codes within a functional multi-national workplace. 'If you're a US-based company and you're expanding to Europe or China, and you assume that your current values will immediately resonate with your new region, you will go wrong,' said Butler-Young. 'Instead, you must hire the right mix of local talents and add that local flair to understand the core values of the region and adapt your company's policies accordingly.' For the first time in employment history, there are now up to five generations of talent in the same workplace — and employers can stand to benefit from tapping into the unique offerings and skills of each age group. Younger employers can learn from more experienced workers, and for older generations to pick up emerging skills and technologies. However, it is imperative that employers don't assume anything about one age group, like assuming that all members of Gen-Z are automatically technologically fluent, or that older generations aspire to manage and run large teams. 'The opportunity comes from actually tapping into the unique offerings of each group,' said Butler-Young. 'It's really about paying attention to individual contribution, not assuming anything about one generation, and having everyone work together to collaborate.' 'An emphasis on mentoring in both directions is important — and so is actually formalising it, and not just hoping it'll happen on its own,' she added. Implementing a cross-functional approach throughout the business and giving employees the opportunity to display their different perspectives can lead to a more functional workplace. However, the business must account for providing support, perks and services that address the needs of all generations. Butler-Young and Soar discussed, for instance, how Gen-Z are in fact driving forward new trends like sober socialising and wellness-oriented community building. These are typically more inclusive activities for those who do not drink, and help promote healthier lifestyles. Soar also notes how this generation takes their mental health seriously. Butler-Young suggested that workplaces should take into account other, previously sidelined health challenges that can impact employees at all stages of their life. 'What about someone that is maybe a woman that's over the age of 50 in your workplace? Do you have a mechanism that takes into account her life stage? [...] Some companies are offering these menopause awareness roundtables and forums,' Butler-Young added as an example. 'Remember as an organisation that [...] this is a whole person that's coming to work for you. And if they are not well, you're not going to get productivity out of them.' If you are interested in showcasing your employer brand on BoF, please reach out to Disclaimer: This interview has been edited and condensed for clarity.
Techday NZ
16-05-2025
- Business
- Techday NZ
Safeguard Global to tackle AI & HR risks in LinkedIn Live event
Safeguard Global is set to host a LinkedIn Live event focusing on the challenges of managing global workforce risks in the context of artificial intelligence adoption. The event coincides with International HR Day and will examine the intersection of AI technologies and human resource management on a global scale. This year's theme, "Humanify AI," emphasises balancing technological advances with human judgement and expertise in overseeing international workforces. As AI integration continues across sectors, human resources professionals are reporting new pressures to use automation while maintaining ethical standards and adaptability within their organisations. The event aims to address this dual challenge by discussing shifts in HR practice, from AI-powered recruitment workflows to the rise of virtual HR agents. Katherine Loranger, Chief People Officer at Safeguard Global, highlighted the enduring importance of human contributions in the face of technological change. She said, "AI is changing how work gets done — but not why it matters. International HR Day is the perfect moment to celebrate the people behind the systems — the ones guiding organisations through both innovation and uncertainty." The conversation is described as particularly timely for HR leaders currently navigating significant changes in the field. Recent developments, such as IBM's increased reliance on automation in HR roles and Moderna's strategy to combine HR with digital leadership, have illustrated that human guidance remains crucial despite technological advancements. During the upcoming LinkedIn Live session, Loranger will be joined by Triana Palomo, Employer of Record (EOR) Customer Advisor at Safeguard Global. The discussion will cover several topics, including the evolving responsibilities of HR professionals as AI redefines traditional processes, the continued necessity for human-centred expertise, and the practical risks associated with global workforce management. The event will also include insights into real-world scenarios where compliance and strategic planning play a critical role in successfully navigating the changing landscape of work. In addition, Loranger and Palomo are expected to discuss the EOR model's relevance as companies seek agility in an increasingly regulated and complex global labour market. Safeguard Global's event, titled "Human When It Matters: Navigating Global Workforce Risks in an AI Era," will take place on the company's LinkedIn platform. Attendees are encouraged to follow Safeguard Global on LinkedIn for notifications about the event. Safeguard Global operates in nearly 190 countries, assisting organisations with hiring, payroll, benefits, tax, and mobility functions while supporting compliance in diverse regulatory environments. The company's platform is supported by local experts who provide direct assistance in more than 65 countries. The session is positioned as a forum for HR leaders, industry practitioners, and stakeholders interested in understanding the practical realities of AI adoption and risk management within multinational workforces. Topics will include safeguarding ethical standards, maintaining compliance, and the broader implications of automation for the human resources profession.
Business of Fashion
12-05-2025
- Business
- Business of Fashion
How I Became… Nars Cosmetics' Deputy General Manager of Global Marketing
Discover global job opportunities in beauty on BoF Careers today. When Jennifer Jackson began her career in New York, she held a PR assistant role that was 'definitely that 'paying your dues' job,' she told BoF's commercial features editorial director, Sophie Soar, during her Building a Career in Beauty LinkedIn Live session. Armed with a Journalism and Business degree at New York University, Jackson interned in PR at Saks Fifth Avenue. She then went on to work at a PR agency, collaborating with the likes of Net-a-Porter and Coach, before moving in-house at global fashion labels including Calvin Klein and Alexander Wang. In order to further her career in marketing, Jackson soon realised she would need to explore opportunities outside of fashion: 'I realised that a lot of the fashion companies that I would have probably wanted to work at were actually not based in New York,' she shared. 'I figured out I wanted to do a global role, versus a market role at that particular moment in my career.' Jackson pivoted to beauty — an industry she loved as a consumer but had no direct experience in — and began her journey at Nars Cosmetics as senior global marketing manager. 'I had to learn some of the mechanics behind it, but I picked it up, and I think that was really the key.' Today, as the company's deputy general manager of global marketing, she leads on strategic initiatives that elevate brand equity and deepen consumer engagement across diverse platforms. In her current role, she is responsible for international brand storytelling and increasing the awareness of Nars in global markets. Now, Jackson shares her career advice for breaking into beauty, and the key lessons she's learned from her 12 years in the industry — from leaning on your network to facilitate career moves, to the value of retail experience. For the full interview, watch our LinkedIn Live, Building a Career in Beauty with Jennifer Jackson. Jennifer Jackson, Nars Cosmetics' deputy general manager of global marketing. (Nars Cosmetics) What is key to breaking into beauty? I think first and foremost, just really loving the industry, really loving the product side and being interested. Don't become reticent to be on social channels or to embrace the new [ways of] marketing, [and] be prepared for constant change. Be willing to be scrappy and [to] not just accept the status quo. Always think about how you can change, how you can improve, how you can learn and really bring that passion through to what you're doing. How did you leverage your PR experience to work in-house? If anybody remembers New York PR assistant days, it was definitely that 'paying your dues' job, but it really helped [me] to learn the industry. It helped [me] to learn the network of assistants, everybody who was just starting out, but it also really taught [me] how to get things done. I learnt that every client is going through a different thing at a different time. [...] So I happened to be working on when Net-a-Porter was just launching in the United States, which would have been a very different situation than a heritage brand like Coach that was looking to reinvent itself a little bit. [...] It really allowed [me] to see what type of client I would like to work with if I went in-house, but supporting people at different places of their journey was super interesting, because some people needed more branding help; some people needed help on events; some people needed help with more typical PR placements. So again, it helps you to see [...] what facets are interesting to work on should you ever go in-house. Why and how did you transition into the beauty industry from fashion? I had always loved beauty as a consumer. [...] Nars was a perfect fit for me because it bridged what I loved about fashion, but also had the beauty component. I was, and definitely still am, into makeup [...] so [a career in beauty] was perfect for me. When I was interviewing, [they asked me questions like], 'You don't have any beauty experience, tell us why this could work?', and I think that it is very important to be open-minded about [...] figuring out what you can bring to the table. Don't become reticent to be on social channels or to embrace the new [ways of] marketing, [and] be prepared for constant change. So I could bring the branding, or the fashion angle. I knew there was a founder at the brand, which was important. If you think about my experience — I had all of that. A lot of the creative teams we worked with at Alexander Wang [were also the same] — so the Nars team also worked with [advertising agency] Baron and Baron. There were a lot of intersections. I just didn't necessarily have makeup experience, but I was a consumer. I could step into the role and know what we were talking about in a meeting. I had to learn some of the mechanics behind it, but I picked it up, and I think that was really the key. How can you lean on networking for a career switch? It should really start with your own personal network. [...] Is it talking to a friend that might have experience with [the company you want to work at]? Of course, you can do different things on LinkedIn, and that's important — so [start by] thinking about if there's a company you are interested in working at, type it in, see who you have in common there, even if it's a second-level connection. [...] Reach out to that person, see if they can set you up for an exploratory coffee or chat. Think about how you might want to attend events [the company] is [hosting] or, how could you interface with understanding [them better]. How would you advise gaining experience in the beauty industry? Putting [retail experience on your CV] is really helpful. [...] You'll be able to talk about insights into what sells well with consumers, like what if you worked at Sephora or Ulta [Beauty] or a department store — you would be able to share that insight in terms of ideas. [At Nars,] we speak with our field teams, we speak with consumers — they're the front lines. So that insight you can bring in terms of ideas is super important. You just never know exactly how your experience is going to lead you to your next step. For entry-level jobs, it can be hard — [hiring managers] will say they want one to two years of experience. That's not always easy, but if you can come in with the experience of working in a retail channel, well — there's your experience. You already have a wealth of competitive knowledge, consumer knowledge, and marketing tactics that you've seen. What does your day-to-day entail as deputy general manager of global marketing? It definitely depends on the day, but I think what's very exciting about my job day-to-day is I'm working on some things that are out right now — I might be looking at the performance of a new collection that we have out, seeing if we need to do something different on social [media]. [...] Are we taking real-time insight from what consumers are saying and applying that to something down the pipeline? Always think about how you can change, how you can improve, how you can learn and really bring that passion through to what you're doing. I'm also working on 2027 and 2028, looking at trends with the team and seeing what makes sense for the future, thinking about our campaigns. We also get to travel sometimes, which is really amazing — to spend time with the local teams and understand what their pain points are. To experience Nars all over the world and see how consumers are reacting and how we can help the teams, it feels really special, [particularly] when we can make a difference or make something successful together. What are some of your key learnings from your 12 years at Nars? I feel like I've had a lot of different roles here [over the past] 12 years, and it does not necessarily feel like that and that's because the industry has changed completely. We're relearning marketing every day, every year. You have to keep educating yourself and learning about the platforms and consumers. I know it sounds very obvious, but just listening and learning — absorbing information, asking questions. Also — raising your hand for a project where you could bring value, [rather than] someone having to ask you to do it. When you have different managers, they are looking for people to come to them and say, 'This is what we should be doing.' Everyone is really busy and so it is sometimes hard for leaders to know exactly what's what, but the reality is — [when] you're working your way through, you actually see where the big opportunities are. That's what I love about Nars, but also this size of company, is that people will come to me or I still go to my manager and say, 'We have to do this — this could be great,' and we do it. I also just think that being scrappy is really important. We get things done and I think it's something that the fashion industry and PR really taught me. There's always a way to make something happen.
Forbes
16-04-2025
- Health
- Forbes
Reigniting Actionable Allyship In This Moment Of Perpetual Uncertainty
Lost and confused businessman walking in meadow. This is entirely 3D generated image. Stress levels in the U.S. are at record highs with one in four adults having experienced mental illness in the past year. According to MSNBC, 'With election chaos, rising global costs, health concerns, work pressures, and relationship demands, nearly 40% of Americans report experiencing peak stress.' This perpetual uncertainty is not sustainable. Focusing on what we can control in times of peak stress helps us cope. One of the best stress relievers is community, gathering with other humans, even when we might feel like isolating ourselves from the uncertain world. As a social species, we are not meant to survive alone. Humans are wired for connection. We seek places where we belong. In this massively uncertain moment, allyship (supporting and receiving support from others different from yourself) can help facilitate belonging and connection. In my conversation with Dr. Akilah Cadet, Founder and CEO of Change Cadet, and author of White Supremacy Is All Around: Notes From a Black Disabled Woman in a White World, Cadet said, 'Companies and leaders who remain committed to diversity, equity and inclusion need to move past allyship to being actionable daily, role modeling their own intersectionality that gives permission for their teams to do the same.' Yet, the opposite is happening in corporate America. Organizations are scaling back from the inclusion work meant to drive belonging and community at work. A recent LinkedIn Live session hosted by author and organizational consultant Lily Zheng, Kenji Yoshino and David Glasgow underscored the importance of maintaining diversity, equity and inclusion programs, explaining that if organizations choose to pivot away from these programs, 'They're in for a world of pain.' The risks of exclusion far outweigh the costs of inclusion programs. In my conversation with Karen Catlin, author of the Better Allies book series, she sees this as a stark reminder of the potential legal consequences of neglecting inclusion work. While she's heartened by organizations that are upholding their commitment to diversity, equity and inclusion, resisting threats from activist shareholders and the federal government, Catlin believes there's a role for individuals to play. 'There are lawful, everyday actions we can take in our workplaces to make them more inclusive, where everyone can do their best work and thrive.' Cadet shared that 'Our intersectionality is at the core of how we use our power and privilege to show up for ourselves first and others second. With the federal attack on diversity, equity and inclusion, companies have been forced to make a decision on where they stand. But the question is, who did they include in these efforts? Were they only focused on women, white women, Black people? Was it inclusive from the start? For example, many efforts left out the disability community leaving us in a place to constantly advocate for ourselves with little to no allyship.' Specifically, there are three federal acts that protect this work, that even under this anti-inclusion administration, are very unlikely to shift: Title VII of the Civil Rights Act of 1964 stands as a cornerstone of U.S. employment law, fundamentally prohibiting discrimination based on race, color, religion, sex and national origin. This protection extends across all facets of employment, from hiring and promotion to compensation and termination, ensuring equitable treatment for all individuals. Even under new leadership, the U.S. Equal Employment Opportunity Commission (EEOC) is required to enforce these provisions, empowering individuals to seek redress against discriminatory practices. Crucially, the law also safeguards those who report discrimination, preventing retaliation and fostering a culture of accountability in the workplace. If organizations cut their inclusion programs, they are exposing their organization to discrimination lawsuits and legal fees associated with exclusion. The EEOC received 88,531 new charges of discrimination in 2024, a number up 9% from the previous year. The Equal Pay Act of 1963 is a federal law that mandates equal pay for equal work, regardless of sex. Specifically, it requires that men and women in the same workplace receive the same pay for jobs that demand substantially equal skill, effort and responsibility under similar working conditions. This law aims to eliminate wage disparities based on gender, ensuring fairness in compensation. Enforcement of the Equal Pay Act, often handled in conjunction with Title VII of the Civil Rights Act, is done through the Equal Employment Opportunity Commission (EEOC). In 2024, there was $40 million awarded in monetary relief for pay inequity. This is not only financially costly but also harmful to the organization's brand, leaving a stain on its reputation for current and potential employees and customers. The Americans with Disabilities Act (ADA) is a civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including employment, education, transportation and public accommodations. It mandates that employers with 15 or more employees provide reasonable accommodations to qualified individuals with disabilities, unless doing so would cause undue hardship. The ADA ensures that people with disabilities have equal opportunities to participate fully in society, promoting inclusion and accessibility. Section 504 prohibits discrimination based on disability in programs or activities that receive federal financial assistance, which is being challenged under the current administration. ADA lawsuits are also on the rise, with a total of 8,800 Title III complaints filed—a 7% increase from 2023. If your organization thinks that it can cut back on inclusion work unscathed, be prepared for increased lawsuits and brand reputation risk. Where do we stand, and where do we go from here? Join Karen Catlin, Dr. Akilah Cadet and me as we tackle tough but necessary conversations on allyship, action and accountability in a free webinar on April 23. Learn how to move beyond performative gestures, re-engage meaningfully and navigate discomfort in today's political and social climate. Whether you're setting boundaries, or taking your activism further, consider this your invitation to allyship.
Campaign ME
26-03-2025
- Business
- Campaign ME
#BeyondTheTitle: Al-Futtaim cracks conventional clichés of IWD storytelling
Every March, International Women's Day floods our feeds with familiar messages — often uplifting yet predictable, encouraging yet oversimplified. To show that true empowerment isn't neatly packaged or confined to a single day, and recognising the need for a more authentic dialogue, Al-Futtaim has launched its #BeyondTheTitle campaign. The campaign aimed to shift how the industry addresses women's achievements, diversity and inclusion in the workplace, celebrating the diversity of women's experiences and shedding light on challenges they still face today. Central to the campaign were three Al-Futtaim women: Dr. Farah Sarraj, Chief Corporate Officer at Al-Futtaim Education Foundation; Rubina Chander, Head of Omnichannel at Al-Futtaim Automotive; and Maya Sultan, Assistant Development Manager at Al-Futtaim Real Estate in Egypt. To build community momentum, Al-Futtaim introduced a bespoke LinkedIn badge bearing the #BeyondTheTitle emblem. Employees enthusiastically embraced the badge, visually marking their support sharing their diverse narratives, effectively turning individual stories into a shared, collective movement. The campaign quickly resonated across platforms. Women across LinkedIn and Instagram, both within and outside Al-Futtaim, embraced the opportunity to share a fuller picture of themselves. This culminated in an authentic LinkedIn Live event, where participants openly discussed diversity and inclusion at the workplace, as well as the challenges faced by women in leadership roles — offering a glimpse of authenticity and vulnerability within a corporate context. The response was powerful. Within ten days, #BeyondTheTitle achieved more than 114,000 views, nearly 4,700 interactions and, crucially, an organic reach that exceeded projections by more than 50 per cent. The LinkedIn Live event alone drove an impressive organic increase of followers that spilled over to other channels, underscoring the campaign's significant impact and resonance. Reflecting on the campaign's success and future potential, Nina Kromann, Global Head of Employee Engagement at Al-Futtaim, said, '#BeyondTheTitle is only the start of a more authentic conversation around diversity and inclusion. This initiative has shown us the power of genuine storytelling, and we're committed to keeping this meaningful dialogue going beyond International Women's Day.' The campaign highlighted how, too often, women are celebrated for isolated aspects of their identity: the successful executive, the devoted mother the influential leader. This singular approach misses the richness of women's full stories and their true selves. With #BeyondTheTitle, Al-Futtaim took a step towards changing this narrative, giving space to diversity and celebrating the multi-faceted dimensions and personalities of the women of Al-Futtaim. By celebrating their true selves, including their backgrounds, experiences, passions, and skills, the campaign showed that the industry can create meaningful success in the workplace for the women, their teams and for Al-Futtaim as a company. CREDITS: Client: AL-FUTTAIM GROUP Ben Schroeder – Chief Communications Officer Nina Kromann – Global Head of Employee Engagement Olivier Bockenmeyer – Global Head of Brand Dr. Farah Sarraj – Chief Corporate Officer, Al-Futtaim Education Foundation Rubina Chander – Head of Omnichannel, Al-Futtaim Automotive Maya Sultan – Assistant Development Manager, Al-Futtaim Real Estate Aaesha Alblooshi – Employee Communication Specialist Raghad Malkawi – Communication Manager Yazan Barghouti – Sr. Manager, Digital Creative agency: MRM MENAT
