{"id":2555,"date":"2022-03-14T10:43:29","date_gmt":"2022-03-14T10:43:29","guid":{"rendered":"http:\/\/3.126.175.19\/18-our-products-and-customers-2\/"},"modified":"2022-03-24T09:32:52","modified_gmt":"2022-03-24T09:32:52","slug":"20-our-people","status":"publish","type":"page","link":"https:\/\/zain.com\/SR2021\/20-our-people\/","title":{"rendered":"20 Our People"},"content":{"rendered":"\t\t
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20<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Our People<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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The Challenge<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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According to the Harvard Business Review, \u201cIn 2021 the stakes have been raised even higher thanks to a greater awareness of workplace factors that can contribute to poor mental health, as well as heightened urgency around its intersections with diversity and inclusion indicators.\u201d<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Zain\u2019s Response<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Zain launched BE WELL a Group-wide initiative, under its diversity and inclusion program, which aims to foster the mental well-being of employees across operations.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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The Challenge<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Skills mismatch is considered one of the biggest labor market challenges in the region. This highlights the need to improve the quality of workforce skills, alignment to market demands, and adapting to the required jobs.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Zain\u2019s Response<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The company continues to prioritize required skills to achieve its strategic objectives whilst also addressing the challenges of the workforce in its markets of operation. Zain continued to leverage accessible digital platforms to provide the highest quality of training to its employees, which reached 10 hours of training per employee this year.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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The Challenge<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Globally, people with disabilities are half as likely to be employed than people without. The reasons for employers\u2019 hesitation to employ people with disabilities include limited disability knowledge and fear of the unknown<\/a>.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Zain\u2019s Response<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Under Zain\u2019s WE ABLE initiative, the company aims to create an inclusive workplace environment with the objective of increasing the number of people with disabilities hired. WE ABLE activities include ensuring restroom accessibility, elevator voice announcements and braille, ramps, and accessible parking spots across Zain\u2019s headquarter buildings<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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General Employee Info<\/strong><\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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<\/td>Bahrain<\/th>Iraq<\/th>Jordan<\/th>Kuwait<\/th>Saudi Arabia<\/th>Sudan<\/th>Ssouth Sudan<\/th>Total Average<\/th>\n<\/tr>\n<\/thead>\n
Full-Time Employees<\/td>187<\/td>1,237<\/td>1,337<\/td>1,657<\/td>1,751<\/td>741<\/td>96<\/td>7,006\u00a0<\/td>\n<\/tr>\n
Part-Time and Temporary Employees<\/td>143<\/td>1,487<\/td>312<\/td>0<\/td>0<\/td>0<\/td>0<\/td>1,942\u00a0<\/td>\n<\/tr>\n
Employees (All Contract Types)
\n<\/td>		330<\/td>2,724<\/td>1,649<\/td>1,657<\/td>1,751<\/td>741<\/td>96<\/td>9,005<\/td>\n<\/tr>\n
Full-Time Male Employees<\/td>137<\/td>907<\/td>954<\/td>1,402<\/td>1,506<\/td>421<\/td>79<\/td>5,406\u00a0<\/td>\n<\/tr>\n
Full-Time Female Employees<\/td>50<\/td>330<\/td>383<\/td>255<\/td>245<\/td>320<\/td>17<\/td>1,600\u00a0<\/td>\n<\/tr>\n
% of Full-Time Male Employees<\/td>73%<\/td>73%<\/td>71%<\/td>85%<\/td>86%<\/td>57%<\/td>82%<\/td>75%<\/td>\n<\/tr>\n
% of Full-Time Male Employees<\/td>27%<\/td>27%<\/td>29%<\/td>15%<\/td>14%<\/td>43%<\/td>18%<\/td>25%<\/td>\n<\/tr>\n
New Hires - Male Employees<\/td>16<\/td>125<\/td>48<\/td>279<\/td>131<\/td>9<\/td>10<\/td>618<\/td>\n<\/tr>\n
New Hires % - Males<\/td>9%<\/td>10%<\/td>4%<\/td>17%<\/td>7%<\/td>1%<\/td>10%<\/td>9%<\/td>\n<\/tr>\n
New Hires - Female Employees<\/td>8<\/td>44<\/td>17<\/td>64<\/td>64<\/td>9<\/td>5<\/td>211<\/td>\n<\/tr>\n
New Hires % - Females<\/td>4%<\/td>4%<\/td>1%<\/td>4%<\/td>4%<\/td>1%<\/td>5%<\/td>3%<\/td>\n<\/tr>\n
Total No. of New Hires<\/td>24<\/td>169<\/td>65<\/td>343<\/td>195<\/td>18<\/td>15<\/td>829<\/td>\n<\/tr>\n
Total New Hire - %<\/td>13%<\/td>14%<\/td>5%<\/td>21%<\/td>11%<\/td>2%<\/td>15%<\/td>12%<\/td>\n<\/tr>\n
Employee Turnover - Males<\/td>10<\/td>91<\/td>190<\/td>312<\/td>215<\/td>5<\/td>3<\/td>826<\/td>\n<\/tr>\n
Employee Turnover - Males %<\/td>5%<\/td>7%<\/td>14%<\/td>19%<\/td>12%<\/td>1%<\/td>3%<\/td>12%<\/td>\n<\/tr>\n
Employee Turnover - Females<\/td>7<\/td>29<\/td>96<\/td>67<\/td>61<\/td>7<\/td>1<\/td>265<\/td>\n<\/tr>\n
Employee Turnover - Females %<\/td>4%<\/td>2%<\/td>7%<\/td>4%<\/td>3%<\/td>1%<\/td>1%<\/td>4%<\/td>\n<\/tr>\n
Total Turn Over<\/td>17<\/td>120<\/td>286<\/td>379<\/td>276<\/td>12<\/td>4<\/td>1,091\u00a0<\/td>\n<\/tr>\n
Return to Work Rate After Parental Leave - Females<\/td>100%<\/td>87%<\/td>58%<\/td>95%<\/td>100%<\/td>100%<\/td>100%<\/td>97%<\/td>\n<\/tr>\n
Return to Work Rate After Parental Leave - Males<\/td>100%<\/td>100%<\/td>93%<\/td>100%<\/td>100%<\/td>100%<\/td>89%<\/td>91%<\/td>\n<\/tr>\n
Retention Rate After Still Working for Zain One Year
\nAfter Return From Parental Leave - Females<\/td>		100%<\/td>84%<\/td>83%<\/td>80%<\/td>23%<\/td>100%<\/td>100%<\/td>77%<\/td>\n<\/tr>\n
Retention Rate After Still Working For Zain One Year
\nAfter Return From Parental Leave - Males<\/td>		93%<\/td>100%<\/td>98%<\/td>65%<\/td>82%<\/td>100%<\/td>100%<\/td>82%<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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* New Hire % – Females is calculated by dividing No. of New Hire Females with Total No. of Full Time Employees<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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* Employee Turnover % – Males is calculated by dividing Employee Turnover – Males with Total No. of Full Time Employees<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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* Employee Turnover % – Females is calculated by dividing Employee Turnover – Females with Total No. of Full Time Employees<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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* Return to work rate is defined as employees returning to work after their respective maternity or paternity leave<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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* Full-time employees do not include 209 employees under Zain\u2019s subsidiaries<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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* New Hire % – Males is calculated by dividing No. of New Hire Males with Total No. of Full Time Employees<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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* Includes only full time employees<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Achieving Results through Engagement<\/h3>

COVID-19 continues to spearhead the evolution of the necessary skills needed to adapt and sustain markets and economic growth. The growing youth bulge in the region is also impacting not only the required skillset but also the way in which companies engage with their workforce. During 2021, businesses continued to struggle with navigating uncertain times whilst safeguarding their employees and retaining top talent. Transparent communication, trust in leadership, and work-life balance are crucial components for employee retention, helping companies engage with their employees in an effective manner. <\/p>

Throughout the course of the year, Zain continued to innovate its engagement activities to adapt to ongoing uncertainties. Inclusion and digital accessibility were key in ensuring the company efficiently managed business continuity with a seamless workflow.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Methods used in 2021 by Zain to engage with employees<\/h3>

1. ZAINIAC \u2013 Internal innovation<\/h5>

ZAINIAC is an internal innovation platform that was established in 2017 through the vision of the Vice-Chairman and Group CEO to foster internal ideation and intrapreneurship. The platform is open to all Zain employees, providing resources such as mentorship from Zain\u2019s senior management, support of the incubation process, and general assistance in developing business ideas. ZAINIAC focuses on equipping employees with the opportunity to transform their ideas into their own startups by testing their concepts, building prototypes, and pitching theories to a panel of experienced judges. This year, the ZAINIAC platform was relaunched with added features including a mentorship portal, live streaming, a chat feature to encourage communication between employees, and accessibility features to ensure inclusion of all employees.<\/p>

During 2021:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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91 additional new signups<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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28 total employees<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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5 ideas submitted<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Certified 1,158 Zain employees on a startup mindset<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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13 workshops conducted,
2 workshops were undertaken in collaboration with Ericsson<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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Topics include:
<\/span>Business Model Canvas
Assistive Technologies
Innovation
Smart cities<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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As part of a joint initiative, Zain launched the ZAINIAC x Ericsson series that aims to bring a collection of panel discussions given by key experts on topics that include innovation, education, and smart cities. The series aims to support Zain in cultivating a culture of innovation within the company, with the first session having been launched in 2021 focused on gaming, which covered The State of Gaming, including:<\/p>

  • Role of 5G in driving the gaming sector<\/li>
  • Gaming and role of network operators <\/li>
  • Setting the infrastructure<\/li>
  • Going forward; what are the trends?<\/li><\/ul>

    The panelists included Zain Group\u2019s Chief Investment and Digital Transformation Officer, Strategic Marketing Director from Ericsson\u2019s HQ, and the Business Consultant and Group Function Marketing and Communication Manager\/Director at Ericsson.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    2. Engagement with Zain\u2019s operations <\/h5>

    With continued high rates of change and uncertainty, Zain continued it efforts in ensuring alignment and engagement with its operating markets. The company remained pro-active in its engagement with its operations to ensure support and guidance to employees. Each department within the Group conducted awareness and feedback sessions with their respective functions in operating countries to ensure a smooth transition and workflow. From a strategic and business plan standpoint, the Group established a Group-wide engagement session to ensure there was alignment to the overall strategy. The engagement session was held with Zain Group\u2019s executive management team and each operation to assess the company\u2019s business plan and ensure objectives and targets were aligned to the corporate strategy.<\/p>

    3. PULSELY<\/h5>

    As Zain\u2019s workforce becomes more diverse, the company aims to ensure it is providing a workplace that enables each employee to contribute to their full potential. To showcase this commitment, the Diversity & Inclusion (D&I) department collaborated with Pulsely, a diversity and inclusion analytics platform, to identify strengths, prioritize challenges, and establish a baseline of Zain\u2019s inclusivity. In addition to a Group-wide assessment, each operating company obtained a report specific to its inclusion gaps for D&I teams and champions to build action plans to its specific challenges.<\/p>

    Below are some key findings from the assessment.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    Training and Development<\/span><\/h3>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    In order to advance our \u20184Sight\u2019 strategy, we recognize that our employees play a pivotal role in our success. Accordingly, Zain remains resolute in ensuring its employees acquire the skills that will help them develop, impacting the company\u2019s growth as a digital service provider. Through the Workforce of the Future initiative, employees across markets are being upskilled to ensure they are equipped to play a constructive role while simultaneously building resilience within the organization. Zain continues to build on the necessary resilience across the workforce to make inroads in its strategic objectives and sustain them despite the challenges that may arise. A cross-sectoral engagement with local and international institutions, the education sector, and government and non-governmental entities is crucial in developing Zain\u2019s workforce and identifying gaps. Last year, Zain transitioned the way in which it trains and develops its employees by leveraging existing accessible digital platforms to provide employees with trainings that ensure they remain safe.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    Year-on-Year Average hours of training per employee<\/strong><\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Developing Our Talent: Training and Development<\/strong><\/span><\/h5>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    *the number of hours of training have significantly decreased in Sudan this year due to the political situation in the country.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    1. ZY<\/h3>

    ZY x Ericsson Intrapreneurship Program <\/h5>

    ZY, Zain\u2019s Youth Empowerment initiative collaborated with Ericsson and launched its very first Intrapreneurship Program targeting youth. The goal of the three-month long intensive internal innovation program was to empower youth and build their knowledge of technological trends and industry insights in smart cities, sustainable innovations, and gaming.
    14 participants were divided into three teams: smart cities, sustainable innovations, and gaming. Throughout the program, they worked closely with each other and formed diverse groups. <\/p>

    Participants attended 14 webinars held by leading experts in their fields to ideate and be inspired. They underwent 12 mentoring sessions with Zain CXO\u2019s and attended over 30 weekly practice sessions. Ultimately, the program sought to offer participants the skills, knowledge, and guidance necessary to pitch use cases to Zain and Ericsson\u2019s management.<\/p>

    CODE 7<\/h5>

    Advances in technology are disrupting every aspect of life from how business is conducted to what tools are used for education. An additional aspect being affected by advancements in technology is the future of employment, including demanded jobs and skills. To address a changing economy and adapt to the needs of the market, Zain Group transformed its \u2018Generation Z\u2019 graduate training program to \u2018CODE 7\u2019, focusing on developing cutting-edge skills for future data analysts. The program targets fresh Kuwaiti graduates who have majored in computer science-related subjects. Four youth were recruited to undergo a year-long training in topics such as big data, artificial intelligence and sustainable innovation. The intention is that they will then go on to support digitization efforts within Zain in areas such as data analytics and data science. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    Zainers 2.0, 2016<\/h6>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Focused on a rotation in different departments throughout Zain Group with a focus on conducting research of various digital verticals<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    Centered on establishing a business, gaining entrepreneurial skills and studying innovative trends in the market<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    The theme for this cycle was to enhance digital skills such as coding and agile project management in addition to a focus on self-growth and development<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    Enhancing corporate culture and teamwork when managing projects were the main focus of this edition<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    This cycle incorporated three themes: corporate culture, leadership styles and future trends<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    Focusing on developing digital skills for future data analysts, this cycle addressed topics that included big data, artificial intelligence and sustainable innovation<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    2. Supporting Local Talent<\/h3>

    Zain is dedicated to investing in local talent in addition to aligning to the government\u2019s labor localization policies. This approach contributes to a stabilized workforce and provides societal benefits to the communities Zain operates in. Zain also ensures that it is an equal opportunity employer and is committed to providing a workforce free from any form of discrimination.
    In 2021, the percentages of locals in senior management increased across the board. The table below highlights the year-on-year percentages of senior management (defined as the top two management levels) comprised by locals in each of Zain\u2019s operating companies.<\/p>

    The table below represents the percentage of total local employees in each of our operating markets:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    Strengths<\/div><\/div><\/div><\/th>
    Areas of Improvement<\/div><\/div><\/div><\/th><\/tr><\/thead>\n
    The survey showed that those in entry-level employment are part of the \u2018at-risk\u2019 demographic <\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-9a93b4a lastudio-table__body-cell\">
    The survey showed that those in entry-level employment are part of the \u2018at-risk\u2019 demographic<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-29aa1c3 lastudio-table__body-cell\"><\/tr>
    Zain obtained an \u2018A\u2019 score linked to employees Willingness to Adapt, which demonstrates the company\u2019s behavioral competencies<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-7ad2a96 lastudio-table__body-cell\">
    Build inclusive career development <\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-7aea031 lastudio-table__body-cell\"><\/tr>
    \n <\/tr><\/tbody>\n <\/table>\n <\/div>\n\n \t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t\t
    \n\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t\t
    \n\t\t\t
    \n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t\t
    \n\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\t

    Supporting Local Human Capital:
    Percentage of Locals in Senior Management<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t\t
    \n\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    Bahrain<\/h5>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2015<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2016<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2017<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2018<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2019<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2020<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2021<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
    \n\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    Iraq<\/h5>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2015<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2016<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2017<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2018<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2019<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2020<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2021<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
    \n\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    Jordan<\/h5>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2015<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2016<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2017<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2018<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2019<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2020<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2021<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t\t
    \n\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    Kuwait<\/h5>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2015<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2016<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2017<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2018<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2019<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2020<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2021<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
    \n\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    Saudi Arabia<\/h5>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2015<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2016<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2017<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2018<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2019<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2020<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2021<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
    \n\t\t\t
    \n\t\t\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    Sudan<\/h5>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t
    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2015<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
    0<\/span>%<\/span><\/div>\n<\/div>\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n\t
    \n\t
    2016<\/span><\/div>\n\t
    \n\t\t
    <\/div>\n\t<\/div>\n\t
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    * Senior Management pertains to the top two levels which includes Chiefs, Executive Management, Directors and Senior Management<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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    3. PUSHFAR<\/h3>

    To continue to foster a diverse and inclusive workforce, Zain partnered with PushFar, a leading online mentoring platform that enables Zain employees to engage in mentorship relationships across the company\u2019s operations. Employees at Zain can take part in two mentorship programs, a general one for career progression and one for reverse mentoring. Reverse mentoring evolves the traditional mentorship experience, pairing a senior executive (mentee) with a youth employee (mentor) to discuss emerging trends such as social media, technology, and graphic design.<\/p>

    The adoption of the PushFar platform led to:<\/p>

    • Increase in mentoring engagement among executive management <\/li>
    • Acceleration of positive mentoring culture<\/li>
    • Increase of goals being set each month<\/li><\/ul>

      \u00a0<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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      Employees on PushFar<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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      Meetings set up<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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      Cross-operational mentorship relationship<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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      Goals set<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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      Hours spent<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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      Reverse mentoring sessions held on PushFar<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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      Creating a Diverse and Inclusive Culture<\/h3>

      1. WE ABLE<\/h5>

      WE ABLE is a disability inclusion initiative that was launched in 2019 with the aim of making Zain disability inclusive by 2022 across all its operating markets. The initiative aims to ensure Zain fosters an inclusive workplace by addressing challenges people with disabilities face.<\/p>

      WE ABLE\u2019s immediate focus and targets include:<\/p>

    Operations<\/div><\/div><\/div><\/th>
    % of local employees<\/div><\/div><\/div><\/th><\/tr><\/thead>\n
    Bahrain\n<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-9e508df lastudio-table__body-cell\">
    93%<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-e315887 lastudio-table__body-cell\"><\/tr>
    Iraq\n<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-a558247 lastudio-table__body-cell\">
    97%<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-5b96c25 lastudio-table__body-cell\"><\/tr>
    Jordan<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-0f973a9 lastudio-table__body-cell\">
    99%<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-07494b4 lastudio-table__body-cell\"><\/tr>
    Kuwait\n<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-1bbb585 lastudio-table__body-cell\">
    66%<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-9131698 lastudio-table__body-cell\"><\/tr>
    Saudi Arabia\n<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-dc7c20d lastudio-table__body-cell\">
    86%<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-e77aff0 lastudio-table__body-cell\"><\/tr>
    Sudan\n<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-9dd34e6 lastudio-table__body-cell\">
    100%<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-7394746 lastudio-table__body-cell\"><\/tr>
    South Sudan<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-4d8e328 lastudio-table__body-cell\">
    99%<\/div><\/div><\/div><\/class=\"lastudio-table__cell elementor-repeater-item-623341d lastudio-table__body-cell\"><\/tr>
    \n\n\n\t\n\n\t\n\t\n\t\n\t\n\t\n\t
    <\/td>Bahrain<\/th>Iraq<\/th>Jordan<\/th>Kuwait\u00a0<\/th>KSA\u00a0<\/th>Sudan<\/th>South Sudan<\/th>\n<\/tr>\n<\/thead>\n
    Employee Level 1
    \n(Executive Management)<\/td>    		58%<\/td>113%<\/td>50%<\/td>84%<\/td>52%<\/td>102%<\/td>NA<\/td>\n<\/tr>\n
    Employee Level 2
    \n(Senior Management)<\/td>    		68%<\/td>70%<\/td>99%<\/td>89%<\/td>82%<\/td>93%<\/td>NA<\/td>\n<\/tr>\n
    Employee Level 3
    \n(Middle Management)<\/td>    		81%<\/td>108%<\/td>102%<\/td>102%<\/td>41%<\/td>NA<\/td>63%<\/td>\n<\/tr>\n
    Employee Level 4
    \n(Team Leaders)<\/td>    		NA<\/td>101%<\/td>104%<\/td>112%<\/td>43%<\/td>96%<\/td>NA<\/td>\n<\/tr>\n
    Employee Level 5
    \n(Professionals)<\/td>    		NA<\/td>88%<\/td>46%<\/td>NA<\/td>94%<\/td>NA<\/td>74%<\/td>\n<\/tr>\n
    Employee Level 6
    \n(Team Members)<\/td>    		100%<\/td>94%<\/td>113%<\/td>NA<\/td>95%<\/td>86%<\/td>100%<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
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    \n\t\t\t
    <\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    <\/div>\"\"
    19 Our Networks<\/h5>
    Previous<\/div><\/div>19 Our Networks<\/span><\/a><\/figcaption><\/figure>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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    <\/div>\"\"
    21 Our Sustainability Agenda<\/h5>
    Next<\/div><\/div>21 Our Sustainability Agenda<\/span><\/a><\/figcaption><\/figure>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

    20 Our People The Challenge According to the Harvard Business Review, \u201cIn 2021 the stakes have been raised even higher thanks to a greater awareness of workplace factors that can contribute to poor mental health, as well […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_monsterinsights_skip_tracking":false,"footnotes":"","_wp_rev_ctl_limit":""},"class_list":["post-2555","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/zain.com\/SR2021\/wp-json\/wp\/v2\/pages\/2555","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/zain.com\/SR2021\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/zain.com\/SR2021\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/zain.com\/SR2021\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/zain.com\/SR2021\/wp-json\/wp\/v2\/comments?post=2555"}],"version-history":[{"count":0,"href":"https:\/\/zain.com\/SR2021\/wp-json\/wp\/v2\/pages\/2555\/revisions"}],"wp:attachment":[{"href":"https:\/\/zain.com\/SR2021\/wp-json\/wp\/v2\/media?parent=2555"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}