Enhancing employee wellbeing: Hamad Medical Corporation

For more than four decades, Doha-based HMC has been dedicated to delivering safe, effective and compassionate care to all its patients, managing 15 specialist hospitals as well as the National Ambulance Service, mental health, homecare and residential care services. HMC is a diverse organisation, with more than 100 different nationalities represented in one of Qatar’s biggest workforces. 

What is the challenge?

As part of its commitment to delivering world-leading healthcare services, HMC was keen to set global industry standards for workplace wellbeing and foster a supportive, healthy work environment for its staff. Employee wellbeing challenges  such as high stress levels, increasing sedentary lifestyles and mental health concerns, were impacting both individual performance and patient care. In this context, in October 2021, HMC launched a comprehensive Employee Wellbeing and Wellness Framework.

What are the objectives?

The overarching aim of the initiative was to enhance employee welfare, and in turn, contribute significantly to patient care and organisational effectiveness.

Specific goals included:

1. Foster a culture of wellbeing: Encourage an environment where health and wellness are integral at every organisational level.
2. Innovate wellbeing solutions: Utilise advanced technology and good practices to develop impactful wellness initiatives.
3. Deliver complete wellbeing solutions: Provide comprehensive programmes across six pillars – health education, physical health, social wellbeing, mental health, financial wellbeing and employee support.
4. Expand community outreach and engagement: Broaden wellness initiatives to enhance health across the healthcare community.
5. Establish HMC as a global leader in workplace wellbeing: Position HMC as a benchmark organisation in international wellness initiatives.
6. Evaluate and adapt wellness initiatives: Regularly update programmes based on emerging health trends and industry good practices (evidence-based) and track their impact.

These objectives were informed by the following strategic drivers:

• alignment with Qatar National Vision 2030, National Development Strategy and National Health Strategy
• post-COVID-19 challenges in healthcare worker wellbeing, including heightened stress and fatigue
• findings from employee surveys that indicated high stress levels, sleep difficulties and obesity
• the need to mitigate absenteeism and enhance workforce productivity
• commitment to improving patient care by ensuring employees are healthier, happier and more engaged.

What did it do?

HMC designed and implemented a dynamic, multi-faceted Employee Wellbeing and Wellness Framework with the following key elements.

Dedicated HR section

The wellbeing programme was established under HR, with a team of more than 30 experts. The section implemented evidence-based strategies and collaborated with global entities like the World Health Organization (WHO) to set benchmarks for workplace wellbeing across Qatar.

Facility-specific wellbeing committees

Committees were formed in each department to oversee programme implementation, ensuring localised coordination.

Data-driven needs assessment

Surveys, focus groups and research into workplace wellbeing trends shaped the programme which was designed to meet specific employee needs.

Holistic programme design

The programme covered six pillars:

1. Health education. By providing employees with the knowledge, tools and resources to make informed decisions about their health, the Health Education Team empowered individuals to take proactive steps in managing their wellbeing. The team’s core responsibilities were designing and delivering educational programmes, events, campaigns and workshops that addressed various aspects of health. These initiatives were tailored to meet the diverse needs of employees, helping them adopt healthier lifestyles both inside and outside the workplace.
2. Physical health. Provided knowledge through education on topics of physical activity, nutrition and sleep. HMC implemented workplace health campaigns such as encouraging staff to use the stairs and reduce prolonged sitting. Additionally, programmes such as multi-sports tournaments and fun events were put in place to celebrate the Qatar National Sports Day and raise awareness on world health days such as World Obesity Day.
3. Mental health. Developed and provided customised mental health training for employees and managers, e-learning modules on stress management, mental health awareness programmes, and counselling and therapy services. In partnership with the WHO and Hospital De Barcelona, HMC conducted research on mental health improvement for health workers and published its findings on Frontiers under the theme of ‘Duty of Care’.
4. Financial wellbeing. Introduced the Sogha Staff Discount Programme and offered financial education on budgeting, debt management and savings.
5. Employee support. These initiatives were designed to help employees manage personal and work-related/health-related challenges. They included a variety of services and resources aimed at improving mental and emotional health, in addition to improving physical wellbeing. Examples of these programmes include Aman – an emotional and grief support programme to help staff undergoing emotional difficulties due to the demise of a relationship or loss of a loved one, and THIQA – a second victim support programme for employees who encounter stressful patient-related incidents/adverse events.
6. Social wellbeing. The Employee Wellbeing and Wellness Framework was designed to prioritise the wellbeing of HMC employees through a range of social wellbeing activities to foster community, reduce stress and enhance work-life balance. These activities provided employees with opportunities for relaxation, recreation and social interaction outside the workplace. All social wellbeing initiatives were designed to strengthen employee morale, promote physical and mental health, and encourage team bonding. Examples include trips and tours, staff hobby clubs and celebrating national events.

Collaboration and partnerships

HMC worked closely with clinical departments and healthcare organisations to expand offerings.

Technology integration

Utilised e-learning platforms for mental health education and online booking systems for wellness activities.

Continuous evaluation and adaptation

Regularly collected feedback via surveys and adapted programmes based on expressed preferences.

What outcomes have been achieved so far?

This pioneering initiative had a significant impact on HMC across a wide range of metrics, helping to cultivate a more positive and productive work environment while successfully integrating wellbeing into the organisational culture.

Key outcomes to date include:

• substantial increase in participation of health and wellness activities, marked by a 115% rise in online physical health sessions (target was 80%)
• 120% growth in programmes offered (target of 80%), catering to a wider range of employees’ needs and interests
• 99% employee satisfaction, up from 80%; increased requests for more physical activities indicating high engagement
• regarded as a model of excellence, the award-winning programme has expanded beyond HMC to Qatar’s Ministry of Public Health and Primary Health Care Corporation, and is helping to shape the future of workplace wellbeing in the wider Middle East region. In February 2025, HMC hosted the International Conference on Employee Wellbeing and Workplace Health, reinforcing its leadership in this field.

Key learnings

1. A holistic approach is essential. Addressing multiple aspects of wellbeing – physical, mental, social and financial – proves more effective than isolated programmes.
2. Flexibility and adaptability are crucial. Quickly adapting from online to face-to-face fitness and training sessions based on feedback was vital.
3. Tailored programmes yield better results. Healthcare-specific initiatives resonated strongly with employees.
4. Employee engagement drives success. Interactive initiatives like sports tournaments increased participation and enthusiasm.
5. Data-driven decision making is key. Regular surveys and health screenings offered valuable insights for programme improvements.
6. Leadership buy-in amplifies impact. Manager participation strengthens programme effectiveness.
7. Cultural sensitivity matters. Delivering programmes in multiple languages increased accessibility.
8. Collaboration amplifies resources. Partnerships with clinical departments expanded offerings without additional costs.
9. Future-proofing wellbeing and wellness. Continuous innovation ensured that employee health and wellness remained a strategic priority.