Dwi Wanna
In the high-stakes world of integrated resort operations, the quality of a guest’s stay is inextricably linked to the quality of the employee’s experience. For Sands China, a Macao-based powerhouse, this is not merely a corporate platitude—it is the bedrock of a sophisticated human resources strategy that has earned the company the "Grand Winner" title at the prestigious Employee Excellence Awards 2026.
With a workforce exceeding 28,000 team members spanning 52 nationalities and over 1,400 distinct roles, Sands China operates a complex ecosystem that demands both scale and surgical precision. By prioritizing an authentic employee value proposition (EVP) that evolves alongside the needs of its people, the company has successfully transformed the traditional employer-employee dynamic into a partnership based on longevity, growth, and genuine care.
The Philosophy of "Because We Care"
"For us, employee experience is not one programme or one moment. It is built over time through how consistently we listen to, care for, and invest in our people," asserts Paulo Cheong, Senior Vice President of Human Resources at Sands China.
This philosophy is codified in the company’s "Because We Care" cultural framework. Rather than viewing staff as a monolithic entity, Sands China has adopted a highly personalized approach, acknowledging that a workforce as diverse as theirs requires a bespoke strategy. Whether it is a front-of-house concierge, a back-office analyst, or a culinary specialist, the company strives to ensure that every team member feels supported, respected, and empowered to map out their own professional journey.
Chronology of Excellence: A Path to the Triple Crown
The journey to the 2026 Grand Winner title was not a sudden breakthrough but the culmination of a multi-year strategic pivot.
- 2024: The company intensified its focus on digitalization within HR, rolling out the "myApp" mobile platform to bridge the communication gap between dispersed departments and leadership.
- 2025: A watershed year for wellbeing initiatives, with the introduction of AI-powered health screenings and the expansion of the "Work Life 360" programme. The company recorded over 37,000 participations in its various wellness initiatives.
- Early 2026: The launch of a reward-based learning platform marked a new era in professional development, immediately attracting 2,000 daily active users.
- June 2026: Sands China achieves a historic milestone at the Employee Experience Awards, securing accolades across 12 distinct categories and earning the coveted "Triple Crown of Employee Excellence."
This trajectory demonstrates a clear shift from reactive human resource management to a proactive, data-driven, and human-centric model that anticipates the needs of the workforce before they are voiced.
Supporting Data: By the Numbers
The success of Sands China’s initiatives is validated by robust engagement data. In 2025 alone, the company’s commitment to internal talent development resulted in each team member receiving an average of 66 hours of paid training.
The "Work Life 360" programme and the "Because We Care" culture are not just slogans; they are functional infrastructure. The 37,000 participations in wellbeing activities reflect a high level of trust and engagement from the staff. Furthermore, the "Golden Age Programme"—a thoughtful initiative designed to support employees transitioning toward retirement—highlights a rare, long-term perspective on the employee lifecycle that few corporations of this size attempt to implement.
Strategic Pillars: Wellbeing, Communication, and Growth
Sands China’s operational excellence is anchored by three primary pillars:
1. Holistic Wellbeing
Recognizing that physical, mental, and social health are interconnected, the company’s four-dimensional approach to wellbeing—focusing on physical health, mental balance, social connection, and personal growth—is a benchmark for the hospitality industry. The 24/7 "Healthy Corners" across properties and family-centric policies, such as "Child Care Leave" and "Parenthood Support Shift," provide tangible relief to employees balancing the pressures of 24/7 shift work with personal responsibilities.
2. Radical Connectivity
Communication in a 24-hour, multi-lingual, and multi-property environment is inherently difficult. Sands China has bypassed traditional top-down communication by creating an integrated bilingual ecosystem. From "myNET" and "myApp" to the more intimate "executive fireside chats," the company ensures that the mission of the organization is translated into the daily reality of every employee. This transparency is the primary driver of the trust required to manage a workforce of 28,000 people.
3. Future-Proofing Talent
Through the "Sands China Academy," the company has essentially become an educational institution in its own right. By offering fast-track programmes, AI upskilling, and cross-functional exposure, the company ensures its staff remain competitive in an increasingly automated world. The commitment to self-directed learning is evidenced by the high adoption rates of their digital learning platforms, proving that when employees are given the tools to grow, they will readily invest in their own development.
Official Perspectives: The Leadership Vision
Paulo Cheong is clear that these awards, while gratifying, serve a higher purpose than mere corporate vanity. "These awards matter not merely as recognition of our achievements, but also because they remind us of our responsibility to keep building a workplace where people feel supported, respected, and able to grow," Cheong explains.
For the leadership at Sands China, the employee experience is an ongoing audit of empathy. When a company reaches a size where individuals can easily feel like a number, the focus on the "smallest details"—a recognition of a milestone, a flexible shift, a digital tool that makes life easier—is what maintains the cultural integrity of the brand.
Implications for the Industry
The success of Sands China serves as a blueprint for large-scale service organizations. The key takeaways for HR professionals and corporate leaders are threefold:
- Personalization is Scalable: Through technology and AI, companies can deliver personalized wellbeing and development support even to thousands of employees.
- Culture is a Strategic Asset: The "Because We Care" initiative is not just an HR function; it is a business strategy that directly correlates to the quality of guest service and employee retention.
- Invest in the Full Lifecycle: From onboarding to the "Golden Age Programme," companies that support employees through every life stage foster a sense of belonging that is rarely achieved by transactional employment models.
As Sands China looks toward the future, the plan is to deepen its investment in AI capabilities for managers and further expand its partnerships with international educational institutions. By doing so, the organization is not only preparing for the next decade of hospitality excellence but is also setting a standard for what it means to be a modern, responsible employer in the 21st century.
In the final analysis, Sands China has proven that the "Grand Winner" status is not a destination but a continuous commitment to the human element of business. By listening to the needs of its people and responding with systemic, compassionate innovation, the company continues to redefine the employee experience in the integrated resort industry.
For those looking to benchmark their own HR strategies or gain inspiration from industry leaders, the "Behind the Win" series offers deep dives into the practices of top-performing organizations. As the HR landscape evolves, companies like Sands China continue to demonstrate that when you prioritize your people, performance follows.
Ali Ikhwan
Neng Nana
