The world is full of confrontations between people, groups, and nations who think, act, and feel differently. Due to globalisation and multinationalism, many international or domestic organisations are looking to expand outside their residential country and operate around the globe. Consequently, the establishment of multinational organisations leads to the need to embrace diversified working environments. While numerous studies have been dedicated to the interconnection of cultural differences and employees’ performance, productivity or communication, not much attention has been paid to the aspect of employee engagement. The present study focused on the examination and evaluation of cultural differences and their impact on employees’ level of engagement in a particular multinational organisation, specialising in oilfield services, drilling and well construction, and operating around the globe. The aim was to understand how cultural diversity and geographical disparity may influence employees’ interaction, driving them to experience less or more engagement in the working process.The research data was collected through a survey containing closed questions assembled into five sections. The purpose of the questionnaire was to identify the relevant correlation between employee engagement and both cultural diversity within the team and organisational practices, in terms of culture. A total of 116 employees from departments in Cyprus, Russia, Uzbekistan, United Arab Emirates and the Czech Republic participated in this study. The correlation analysis of the collected data revealed that employee engagement was affected by their interaction with coworkers from other cultural backgrounds. It also demonstrated a ‘strong’ correlation between the organisational environment, in terms of culture and business practices, and employee engagement. These findings provide valuable information to the management of the organisation, experiencing issues in performance, efficiency and communication between employees of different geographical locations. Based on the results, they can integrate new practices and improve existing practices to enhance employee engagement. It can also be used as a model for further exploration in this area of interest The world is full of confrontations between people, groups, and nations who think, act, and feel differently. Due to globalisation and multinationalism, many international or domestic organisations are looking to expand outside their residential country and operate around the globe. Consequently, the establishment of multinational organisations leads to the need to embrace diversified working environments. While numerous studies have been dedicated to the interconnection of cultural differences and employees’ performance, productivity or communication, not much attention has been paid to the aspect of employee engagement. The present study focused on the examination and evaluation of cultural differences and their impact on employees’ level of engagement in a particular multinational organisation, specialising in oilfield services, drilling and well construction, and operating around the globe. The aim was to understand how cultural diversity and geographical disparity may influence employees’ interaction, driving them to experience less or more engagement in the working process.The research data was collected through a survey containing closed questions assembled into five sections. The purpose of the questionnaire was to identify the relevant correlation between employee engagement and both cultural diversity within the team and organisational practices, in terms of culture. A total of 116 employees from departments in Cyprus, Russia, Uzbekistan, United Arab Emirates and the Czech Republic participated in this study. The correlation analysis of the collected data revealed that employee engagement was affected by their interaction with coworkers from other cultural backgrounds. It also demonstrated a ‘strong’ correlation between the organisational environment, in terms of culture and business practices, and employee engagement. These findings provide valuable information to the management of the organisation, experiencing issues in performance, efficiency and communication between employees of different geographical locations. Based on the results, they can integrate new practices and improve existing practices to enhance employee engagement. It can also be used as a model for further exploration in this area of interest [ABSTRACT FROM AUTHOR]