This study examines the relationship between strategic employee engagement and organizational sustainability in multinational oil and gas companies in Rivers State, Nigeria. A correlational research design was adopted to explore the associations between leadership commitment, reward systems, work-life balance, and financial sustainability. The population comprised 601 employees from three major oil exploration firms: Total E&P, SPDC (Shell), and Nigeria Agip Oil Company, selected based on operational presence, staff strength, and industry significance. A sample size of 240 was determined using Taro Yamane’s formula, with proportional allocation via Bowley’s formula. A simple random sampling technique ensured fair representation. Primary data was collected through a structured questionnaire designed on a 5- point Likert scale. Content and construct validity were ensured through expert review, while reliability was confirmed using Cronbach’s Alpha, meeting the minimum threshold of 0.7. The Kendall test statistic was employed for data analysis due to its suitability for ordinal and nonparametric research. Hypothesis testing was conducted using SPSS version 25. The results revealed a strong positive correlation between leadership commitment (τb = 0.72, P = 0.002) and reward systems (τb = 0.65, P = 0.007) with financial sustainability. However, work-life balance showed a weaker but significant correlation (τb = 0.38, P = 0.043), indicating a relatively lower impact on financial sustainability. The study concludes that strategic employee engagement particularly leadership commitment and reward systems plays a crucial role in enhancing financial sustainability. Based on these findings, it is recommended that oil and gas firms strengthen leadership engagement strategies, implement structured reward systems, and improve work-life balance initiatives to sustain financial performance. Continuous monitoring and datadriven adjustments are essential for maintaining organizational sustainability