MoEngage adopted a Culture of Care in order to deal with the pandemic

MoEngage adopted a Culture of Care in order to deal with the pandemic

MoEngage has been promoting employee wellness for more than a decade. We have taken steps to provide care and wellness programs to all our team members, across the country as well as in other countries. We have made so many investments in the safety and wellbeing of our employees. We also experienced the second wave of severe hardships, which affected many of us in our community. We have dealt with the situation in our own way. We have learned to embrace empathy during these difficult times. All that we do will be done through the lens of support and care. The top concerns are health, financial security, and job safety. What an organization does now to its employees will make a lasting impression that will be remembered for many years.


These are some of the MoEngage measures for this year.

Extended Remote Work until October 2021Each of us can stay safe indoors, care for our families, and have flexibility and independence.

Vaccination Support & Reimbursement:We are still working with

  • Our team was able to book free vaccination slots at multiple locations across the country through our health and wellness partner.
  • This reimbursement model allows people to get inoculated without the Health Partner’s permission. It will reimburse 5 family members (including the team-member) and allow them to continue to get their costs covered.
  • All team members must be vaccinated by local authorities or hospital partners in major cities

To provide video consultations for free, tie-ups with medical professionalsOur team members can get online help from doctors, and are treated for COVID or other conditions virtually. All members of our team have instant access to doctor consultations.



Salary payments in advanceAndCashoutsAll team members have been provided with medical insurance to cover their expenses.

Paid recovery leave:For employees who have been diagnosed with COVID, they are entitled to up to 14 days paid leave to allow them to focus on their recovery.

Wellness LeavesTo help members recharge, it is important to focus on family and self-care. Some other changes to our work methods include flexible meeting times and no-meeting Wednesdays.

All Home Office Setup AssistanceThis document will help you to make it easier to set up the infrastructure for your home office.

Employee Assistance ProgramOur Health Partner will allow our team members to access a Health Coach, Nutritionist, General Practitioner consultation, discounts on medicines, stress and burnout consultings, and more!



Ex gratia Payments:Any member of our team who is diagnosed with COVID-19 will receive ex-gratia payments equal to two years salary and a voluntary contribution from our team.

COVID Task Force and Support GroupThey were created internally to assist our team members in obtaining hospital beds, oxygen supplies, and medicines in all cities during peak times. They help to monitor the response strategies of our members, their families, and friends during the pandemic.

Wellness EngagementsOur wellness partners work throughout the year to engage our employees across the globe and promote a healthier lifestyle. We can even get them together for yoga or guided meditation sessions, COVID awareness sessions, COVID awareness, or even a Bollywood theme dancing party to keep the spirits high.


Our greatest asset is our team members. A culture of care makes a difference in their lives. We can overcome this crisis together by maintaining a constant communication, effective change management, leaders who lead from the front, daily checks-ins, empathy and flexibility. We realized how important it was to be healthy and well-being-mental and physical-as we dealt with this pandemic and its aftermath. When we were named as one of the top responders, a lot of what we did for care was recognized.Top 25 Highest Rated Company to work for by Battery Ventures and GlassdoorLast year.

We are looking for people who care about you and your family. Do check our open opportunities and let us know what you think.

We won’t be returning to work for at least the next half year, as much as we would like to. We are going to take this opportunity to make sure everyone is happy and healthy by creating a culture that promotes care and wellness.

Mall Owners Become Retailers Amidst the Pandemic

The Covid-19 pandemic and following shop closures have brought new momentum to the decrease of brick-and-mortar retailing, particularly malls.

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More than 50 percent of the department stores that anchor malls in the U.S. will forever close by the end of 2021, based on property investment company Green Street Advisors. There are approximately 1,000 malls in the U.S., a number that may no longer be supported as more people buy online.

Twenty-seven prominent retailers have already filed for bankruptcy in 2020. Among these are mall stalwarts Ascena (Ann Taylor, Loft, and Lane Bryant), Tailored Brands (Men’s Wearhouse), Lord & Taylor, Brooks Brothers, Lucky Brands, J.Crew, J.C. Penney, and Neiman Marcus. Although a few will reorganize with new funding and new possession, many may not find buyers and have closed down. Including Lord & Taylor, the oldest department store in the country, and home goods chain Pier 1 Imports. Both are liquidating.

Consulting company Coresight Research estimates that 20,000 to 25,000 physical U.S. retail shops will close this year, with at least 50 percent located in malls. Before Covid-related shop closures, many retailers were struggling to earn a profit. With limited foot traffic and renters dispensing with lease payments, mall owners have changed their business model to survive.

The Gap ceased paying rent to landlords in April; Simon Property Group sued the merchant.

Mall Owners Adapt

The largest mall operator in the U.S. is Simon Property Group. Its portfolio comprises seven of the 10 most precious malls (Class A) in the nation. In 2016 it combined with brand manager Authentic Brands Group to make SPARC (Simon Properties Authentic Retail Concepts) to purchase bankrupt retailers. That year it purchased Aeropostale. Earlier this season SPARC re-formed to respond to the special challenges of the outbreak, with the aim of purchasing distressed retailers, mostly people in bankruptcy, at attractive prices.

SPARC has embarked on a buying binge, and it has bought retailers Brooks Brothers, Lucky Brands, and, most recently, J.C. Penney, which is an anchor store at many of Simon’s possessions. SPARC, in partnership with rival mall owner Brookfield Property Group, also purchased women’s clothing chain Forever 21. Collectively, they currently own and run 1,500 stores through acquisitions.

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In May Brookfield announced it plans to spend $5 billion in fighting retailers. But this week. Brookfield laid off 20 percent of workers in its retail division.


Many mall rentals include”co-tenancy” clauses that enable retailers to pay lower rents or break a lease if deductions reach a specific threshold. Anchor shop closures can have a domino effect and result in an whole row of vacant stores. That is why maintaining anchor shops in business is so vital.

By way of instance, J.C. Penney stores anchor about half of Simon Property Group’s malls. Obtaining the series gives Simon access to about $3.6 billion of property when stabilizing its retail area. Penney, which has more than 850 stores, constitutes about 19 percent of mall anchor space.

Additionally, some tenants have ceased paying rent, and mall operators will need to keep a specific volume of foot traffic for mall reopenings so that tenants may attract clients and start paying rent again. Simon gathered only 51 percent of rents for April and May. The situation improved in June and July with Simon getting 69 and 73 percent of rents, respectively.

Simon Property isn’t solely relying on merchant acquisitions. It’s also in talks with Amazon to turn empty space at its malls into ecommerce distribution facilities. Other mall operators are thinking about turning vacant retail space into physicians’ offices, gyms, and grocery stores. Some owners have demolished their malls and transformed the properties to industrial usage. In the past three decades, 13.8 million square feet of retail space was converted to 15.5 million square feet of industrial use, according to commercial real estate company CBRE Group. Much of the space was in malls.

Some mall operators are betting on high-end services such as spas, yoga studios, and entertainment venues. Restaurants offering over food-court fare are being wooed by some mall operators.

Landlord or Competitor?

Many retail analysts are doubtful that mall warehouse space can coexist with retail use, particularly in high-end malls. Shoppers don’t want to walk past an industrial area on their way into a luxury retail shop.

Moreover, once an operator owns a merchant, others in the same mall might see their landlord for a competitor. Some might decide to move to another place with no friction.

Mall operators are property experts, not retail specialists. Turning around already fighting chain stores won’t be easy.

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