Programs for organizations

What would you say is the key factor that makes Badael stand out in improving wellbeing and public health in Saudi Arabia and the MENA region, considering its purpose?

At Badael, our fundamental differentiator is our purpose. We were born to serve public health, not just profits. By offering scientifically backed, tobacco-free alternatives like nicotine pouches, we aim to dramatically reduce smoking-related harm in society. Our commitment to “A Smoke-Free Arabia” is not just a slogan; it’s a mission supported by local manufacturing, consumer education, and strong regulatory alignment to ensure wide access and trust.

How has Badael managed to position itself as a health, wellbeing, and innovation leader in an industry that is traditionally resistant to change?

We’ve embraced disruption. While the traditional tobacco industry has been slow to change, Badael was founded with a clean slate and a clear mandate: to innovate for harm reduction. From investing in local R&D and advanced manufacturing to building regulatory partnerships and driving awareness campaigns, we operate at the intersection of science, purpose, and agility. This allows us to challenge norms and redefine the category from the ground up.

Badael presents itself as a company committed to sustainability. How does this commitment translate into practical actions in your business model and Badael’s vision for balancing business growth with social responsibility?

For us, sustainability means delivering long-term societal value. We source responsibly, manufacture locally to reduce environmental impact, and design our products with minimal waste. More importantly, we are addressing one of the region’s most significant public health burdens by offering safer alternatives. Business growth and social impact go together at Badael; one fuels the other.

From a leadership perspective, how do you foster a culture of purpose, innovation, and commitment to consumer health within the organization?

It starts with clarity of purpose. Every Badael employee knows we’re not just selling products, we’re saving lives. We empower teams through transparency, cross-functional collaboration, and continuous learning. Purpose is integrated into our KPIs, our talent development programs, and even our board governance. This shared mission builds accountability and unlocks innovation at every level.

How do you envision Badael’s legacy 10 years from now? What changes do you hope to have made in the lives of your users and Saudi society at large and in other countries?

In 10 years, we want Badael to be remembered as a catalyst for a regional public health transformation. Suppose we can help millions of smokers transition to less harmful alternatives, reduce tobacco-related diseases, and support the Saudi government in its Vision 2030 health agenda and beyond. In that case, we will have achieved more than market leadership—we will have left a legacy of life-enhancing impact across the MENA region and beyond.

What message would you like to send to other companies striving to be sustainable, innovative, and create real impact in this industry?

Purpose is not a trade-off; it’s a multiplier. Companies that align their innovation with fundamental human needs and long-term societal goals will always outlast and outperform those that don’t. My message: Don’t be afraid to lead the change. Your responsibility to your consumers, your community, and your future shareholders is all part of the same journey.

At the heart of the QIMMAH Program lies a deep and personal conviction: “transformative leadership is one of the most powerful drivers of sustainable organizational growth”. As the academic lead, I have designed the program, putting forward my best ideas and experience at the service of Badael’s executive team. Together with our Esade ExEd team, we have crafted a learning journey that equips participants not only with advanced strategic and managerial capabilities, but also with a broader, ethical, and future-oriented mindset.

In today’s increasingly complex and interconnected business landscape, organizations need leaders who can anticipate change, inspire teams, and mobilize resources toward shared goals. QIMMAH is more than an executive training initiative—it is a catalyst for cultivating visionary leadership, grounded in values and capabilities that prepare participants to navigate uncertainty with confidence and purpose.

The QIMMAH Program was conceived not only as a leadership development initiative, but as a strategic platform to align executive growth with Badael’s broader purpose: becoming a health and wellbeing innovation leader with a sustainable impact in KSA. During one academic year we will encourage directors to connect strategic thinking with personal wellbeing, innovation with ethical responsibility, and leadership with legacy.

Throughout the program we encourage participants to reflect on how their decisions shape business outcomes and also societal and environmental futures. By fostering a culture of conscious leadership, we aim to empower executives to lead with clarity, compassion, and courage—qualities essential for building resilient organizations, and to help Saudi Arabia in iachieving a healthier, more sustainable and more inclusive society.

As markets evolve and new competitors emerge, QIMMAH will prepare Badael’s leaders to remain at the forefront—ready to compete at the highest level and to design new and more appealing products and services that respond to the needs of Saudi society. This is not just about adapting to change; it is about shaping it with purpose and vision.

In this sense, the program is fully aligned with the ambitions of Vision 2030, which positions Saudi Arabia as a global hub for innovation, sustainability, and human development. By investing in leadership that integrates health, wellbeing, and strategic foresight, Badael is not only strengthening its competitive edge—it is contributing to the Kingdom’s transformation into a thriving, future-ready nation.

To begin, could you briefly tell us who Virginia Díaz is and how you promote talent development and leadership within Asisa?

I am Head of Training and Talent Management at Grupo Asisa. I started in 2009 in the business area, where I gained a broad global perspective of the company and the business itself. In 2008, I was promoted to the HR area as head of training and talent management for the insurance company, and in 2018, I was also promoted to the same role for the HLA Hospital Group. My previous experience in the business area was key to empathizing with and understanding the demands and needs of the other areas of the organization, and of course, aligning our development and training plans with the company's business strategy.

Driving talent and leadership development within an insurance company requires a comprehensive strategy that combines training, organizational culture, and real growth opportunities.

At Asisa, we are committed to continuous professional development programs that include both technical training and soft skills, tailored to individual profiles. These programs help employees shape their career paths within the organization, enhancing internal employability and preparing them to take on new challenges and responsibilities.

We also believe in fostering a culture of learning and collaboration, where every employee feels empowered to contribute ideas, take on new challenges, and learn from mistakes without fear. This culture strengthens the sense of belonging and enhances internal talent. One example is our Innovamos program, which recognizes and rewards the best ideas across three categories: process improvement, company profitability, and customer service.

When it comes to leadership, it’s essential to identify high-potential employees early on and support them through mentoring, coaching, and personalized career plans. We have our own leadership school, which is attended by those identified as potential leaders or those already exercising leadership, either horizontally or vertically, within the organization. This leadership program includes three levels, and beyond providing tools, it cultivates our leadership model. We believe a good leader is someone who inspires trust, manages uncertainty, and guides teams toward sustainable results.

What we are also very clear about is that promoting talent and leadership means recognizing and rewarding effort and innovation, ensuring that professional growth is directly linked to the company’s values and strategic objectives. 

Virginia, Asisa is a benchmark in the private insurance and healthcare sector. How do you envision the future of the industry and Asisa’s role in its transformation? 

I believe we’re heading toward a more digital, personalized, and sustainable environment. Transformation will be driven by data, artificial intelligence, and, of course, innovation in products and services,without losing sight of the goal of building trust and enhancing the customer experience, making it more transparent and aligned with society’s real needs.

I believe that Asisa, as a leading insurer in the sector, will play a key role,not only in terms of scale and presence, but also by setting standards in innovation and service quality.

This shift has a direct impact on people management, as it requires adapting talent, skills, and leadership models to a more agile, digital, and customer-centric environment.

This also means that HR must take on a strategic role, designing skill development programs, especially in new technologies,career plans, and new policies for attracting and retaining talent. 

In a sector where trust and stability are key, what skills are most critical to mobilize teams toward innovation and adaptability?

I would say the most critical skills are those that combine emotional intelligence, strategic vision, a continuous learning mindset, and change management.

Also, I would highlight empathy, essential for understanding both customer and team needs, alongside collaborative and flexible leadership that listens and inspires innovative ideas. Effective communication and resilience are also key, especially in a context shaped by regulatory changes and evolving social expectations. This requires  that teams must be able to adapt, learn quickly, and stay committed amid uncertainty and transformation. 

How is a culture of innovation and continuous learning fostered at Asisa among executive and technical teams? 

We promote innovation from within the organization, as shown by initiatives like the Innovamos program, which directly connects executive and technical teams.

Our goal is for innovation to be perceived not as something occasional, but as part of everyday work. To achieve this, we offer continuous training, encourage collaboration across departments, and strive to create an environment that values experimentation and learning from mistakes. We also make strategic use of technology and data to build a safe and empowering space for innovation. 

What value does partnering with an academic institution like Esade bring to a company like Asisa in the development of its leaders?

At Asisa, collaborating with prestigious national and international academic institutions is part of our strategy to align the corporate brand with recognized organizations like Esade. This partnership strengthens our reputation, credibility, and commitment to excellence, one of our core values.

Working with Esade brings strategic value across all levels of talent at Asisa:

For senior leaders, it provides up-to-date knowledge, innovative methodologies, and spaces for strategic reflection that enhance decision-making and global vision.

For high-potential and early-potential profiles, it offers advanced training and the development of critical skills, along with exposure to best practices. Our goal is to accelerate their growth so they can take on new challenges and responsibilities.

Overall, Esade meets all the criteria we seek in an academic partner to help us foster a culture of continuous learning, and to support talent attraction and retention. 

To begin, could you briefly tell us who Gustavo Moscardó is and how he fosters talent and leadership development within KUKA? 
Gustavo Moscardó has over 25 years of professional experience in the industrial and technological sectors. He is passionate about innovation, digital transformation, and B2B environments. 
As CEO of Robotics for the EMEA & Latam region at KUKA, his focus is on empowering teams, promoting collaborative leadership, and creating environments where talent can grow and thrive. He firmly believes in values-based leadership, where trust, diversity, and continuous learning are key pillars for building resilient, scalable, and future-ready organizations. 

KUKA is a global benchmark in robotics and industrial artificial intelligence. How do you envision the future of automation and KUKA’s role in that transformation?

Our mission is to take robotics to the next level, thanks to the innovation of our new operating system and collaborations with top industry partners like Nvidia. 
Our short-term goal is to become pioneers in physical artificial intelligence. 
This will allow our customers to benefit from our robotic processes that are extraordinarily easy to use and program, accessible, offer excellent TCO, and deliver a fast return on investment.

Robotics is constantly evolving. What skills do you consider essential for leading teams in such a dynamic and technological environment?

In a rapidly changing environment like robotics, leadership requires a combination of flexibility, strategic vision, agility, and trust. It is essential to understand market complexity, foster innovation, and maintain a mindset of continuous learning. 
Moreover, the real difference lies in the ability to build diverse and multidisciplinary teams—key to turning technological challenges into opportunities for sustainable growth. 

How does KUKA promote a culture of innovation and continuous learning among its leadership and technical teams?

We promote a culture of innovation and continuous learning through our company values:

• Aim high
• Be great at what you do
• Make things happen
• Break new ground
• Do what you love
• Make team spirit come alive

Another important pillar is ongoing multidisciplinary training, both internal and external, with top-level partners such as Esade. 
Additionally, we hold the annual KUKA Group Innovation Awards, where employees present their ideas. Some are selected through a company-wide vote, presented to a jury, and implemented in the short to medium term. 

In a context where technology must also be sustainable, how does KUKA integrate social and environmental responsibility into its business strategy?

Our passion for quality and customer service has made KUKA a company with 127 years of history. 
We design products and solutions that optimize resources, reduce energy consumption, and enable more efficient and responsible processes. 
Our robots can even have a second or third life, supporting our customers in their circular economy strategies. 

What value does collaborating with an academic institution like Esade bring to a tech company like KUKA in developing its leaders?

Collaborating with Esade allows us to connect the business world with cutting-edge academic thinking. 
In such a dynamic environment, it is essential for our leaders to be exposed to new ideas, management models, and global trends. 
Esade brings a strategic, ethical, and transformative vision that perfectly complements our commitment to innovative, inclusive, and agile leadership in the face of change.