The culture code: Merz Aesthetics balances digital agility and human connection to boost APAC growth

“We anchor our leadership model in authenticity—leaders are expected to not just deliver results but to live our values and set the tone for inclusivity, trust, and accountability.” – Karen Tay, Vice-President, Core Services, Asia-Pacific, Merz Aesthetics

At Merz Aesthetics, culture is not simply an HR initiative; it is a living ecosystem built on trust, belonging, and innovation. In a region marked by rapid change and intense competition for talent, the organisation has cultivated a workplace where employees are empowered to grow, lead, and make a lasting impact.

“Our foundation as a family-owned company has instilled lasting values of integrity, respect, and people-centricity in everything we do,” Karen Tay, Vice-President, Core Services, Asia-Pacific, Merz Aesthetics, told HRM Asia. “These principles form the bedrock of our culture, where we strive to create trust, belonging, and innovation.”

For Tay, the defining feature of Merz Aesthetics today is not tradition alone, but transformation. “We actively encourage employees to take ownership, embrace new ideas, and engage with colleagues across functions,” she explained. “We firmly believe culture is something to be shaped actively, not simply preserved.”

This approach has delivered tangible results. Merz Aesthetics was ranked #1 in Asia in the 2025 Best Workplaces list (small and medium business category) by Great Place To Work, with a 96% participation rate across the region and consistently high scores in trust, clarity of vision, and pride in the organisation.

The organisation has also received recognition across Asia-Pacific, including regional wins in Healthcare & Biopharma in South Korea for 2024 and 2025, alongside Great Place To Work certifications in Australia, China, Hong Kong, Singapore, Taiwan, Thailand, and South Korea. These accolades underscore the organisation’s commitment to building a strong and empowering workplace across diverse markets.

Culture comes alive through action

Culture at Merz Aesthetics is expressed through tangible initiatives that support growth, engagement, and collaboration.

“Culture comes alive through action, and for us this means creating meaningful opportunities for growth,” Tay said. “We invest in structured learning journeys, tailored coaching, and cross-functional mentorships that enable employees to upskill and chart their own meaningful career paths continuously.”

A flagship programme is MyDevelopment @ APAC programme, which guides employees in mapping career goals, setting objectives, and taking ownership of personal growth. Supported by region-wide access to continuing education and training, the programme ensures that employees have the tools to strengthen both professional and personal capabilities.

This growth-oriented approach is reflected in both numbers and culture. “In Singapore, for instance, we have grown from 46 employees in 2021 to 76 as of June this year,” Tay shared. “Our promotion rates have continued to range from 10% to 25% annually over the past five years—clear evidence of talent opportunity and mobility.”

Tay emphasised that career progression at Merz Aesthetics is not limited to formal programmes. “We embed robust performance and development conversations into our workflow, making career progression an ongoing dialogue,” she said. “Our open-door policy, transparent updates, and proactive engagement in career discussions all contribute to a motivating, future-ready environment where employees feel both valued and inspired.”

Leadership is a critical driver of culture at Merz Aesthetics. Tay highlighted that leaders are expected not only to deliver results, but to embody the organisation’s values in their daily actions.

“Leadership defines the employee experience,” she explained. “We anchor our leadership model in authenticity—leaders are expected to not just deliver results but to live our values and set the tone for inclusivity, trust, and accountability.”

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To ensure alignment across Asia-Pacific, leaders participate in purpose-built development journeys, inclusive leadership workshops, and forums for sharing best practices. These initiatives enable leaders in diverse markets to apply the organisation’s values consistently and effectively.

“Our leadership community regularly gathers to reflect on how our values translate into daily actions,” Tay said. “This consistency enables us to deliver a supportive employee experience across the region, reinforcing the culture we want to sustain.”

Balancing agility with human connection

As organisations across Asia-Pacific navigate digital transformation, Tay sees a pressing challenge and opportunity for HR: balancing technological agility with human connection.

“The next frontier for HR is balancing agility with human connection in an era of rapid digital transformation,” she said. “Our opportunity is to combine new digital capabilities with the human qualities that define us: trust, collegiality, and genuine care for people.”

Merz Aesthetics has structured its HR strategy around three pillars to achieve this balance.

1. Building a future-ready workforce

The Talent EDGE (Employee Development and Growth for Employees) Framework provides a structured approach to career advancement, learning, and succession planning. Digital upskilling initiatives, including AI governance and collaboration training, are embedded in performance programmes, while leadership journeys focus on inclusive leadership and ethics.

2. Engaging and retaining top talent

The MyMENTOR global mentoring platform fosters belonging and growth across markets. In the Willis Towers Watson Employee Survey 2025, Merz Aesthetics ranked in the top five percent globally for employee satisfaction, with 91% sustainable engagement. Promotion rates of 10-25% annually further demonstrate a culture of recognition and opportunity.

3. Enabling development and growth

Transparent job architecture and career pathing, continuous learning through Merz Success Centre and Harvard Business Publishing, and market-specific strategies ensure development opportunities are both structured and relevant. For example, South Korea focuses on equity initiatives, while Indonesia prioritises leadership acceleration.

These efforts are guided by Merz Aesthetics’ people philosophy: Belonging, Performing, Rewarding. The framework defines how the organisation builds trust, drives accountability, and celebrates shared success.

With Asia-Pacific positioned as a growth engine, Merz Aesthetics is proactively designing a resilient, inclusive, and high-performing HR ecosystem. “At Merz Aesthetics, we are not just reacting to change—we are architecting a resilient, inclusive, and high-performing HR ecosystem,” she concluded. “The convergence of digital transformation, human-centric leadership, and regionally nuanced talent strategies positions the organisation to lead confidently into the future.”