A global workforce won't engage with wellbeing for one shared reason. Some employees want a reason to move. Some need confidential professional support. Others want structure around a longer-term goal.

Sand Tech built its Strove programme around those different starting points.

The technology company has teams across Africa, Europe, the United States and Asia. Strove gives employees access to the same core experience wherever they work, while allowing each person to choose the support that fits.

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Route one: everyday movement

Employees can connect a phone or compatible wearable, record activity and join challenges with colleagues. Points, tiers and leaderboards give regular movement a visible place in the working week.

The platform records an average of 63 active minutes, 6,000 steps and 7.1 hours of sleep per member per day across the available data.

The value is clearest in the experience of employees who didn't already identify as active.

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"I don't usually do physical exercise, but Strove actually got me interested enough to try."

Christelle Ishimwe, Rwanda Operations Lead, Sand Tech

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Route two: professional support through Talk

Talk connects employees with coaches, counsellors and psychologists through private video sessions.

Sand Tech employees completed 241 Talk sessions over a 12-month period, averaging about 20 bookings a month. That steady use shows that professional support became part of the employee benefit rather than remaining a launch-day promise.

Access matters, especially for a workforce spread across countries where private support can differ in cost, availability and familiarity. The World Health Organization's mental-health-at-work guidance includes individual support among its recommended areas of action, alongside changes to working conditions and manager training.

Talk addresses one part of that picture. It doesn't replace an employer's responsibility to manage workload, job design or workplace risk.

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Route three: a structured programme

Pathways gives employees a guided route through a defined wellbeing goal. It combines education, habit tracking and regular actions instead of asking someone to assemble their own plan from disconnected content.

This option suits employees who want more direction than a challenge can provide. It also gives Sand Tech another form of engagement for people who aren't motivated by leaderboards.

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One campaign can connect all three

Sand Tech's first-quarter 2026 campaign combined movement, nutrition, mindfulness and environmental rewards. Members could choose different activities while contributing to the same campaign.

Across the wider Sand/ALX organisational group during the reporting period, the recorded portfolio figures included:

• 64,270 kilometres of activity over one year
• 187 million total steps
• About 493,000 steps per member annually
• Participation across 144 challenges
• 520 Gold tiers achieved

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Sand Tech and ALX were part of the same organisational group when these figures were collected. The figures therefore appear in both customer records and shouldn't be added together as separate populations.

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What makes the model useful globally

Consistency doesn't require every employee to use the platform in the same way. Sand Tech can offer one benefit across regions while giving employees different routes into it.

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Michelle Machisa, Senior Business Analyst at Sand Tech, uses the accountability tools:

"Strove kept me accountable through its daily challenges and leaderboard motivation, helping me build sustainable habits and show up for my wellbeing every single day."‍

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Megan Hilburn, Head of People, values the range of options and the reporting behind them:

"Providing broad options for employee wellness initiatives, data-driven insights and creative solutions has enabled us to trust Strove as a partner."

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The next measure of the programme won't be whether one route dominates. It will be whether employees continue to find a route that they choose to use.