Ranking #1

About Gartner

www.gartner.com

At Gartner, we create long-lasting relationships with our clients as we continually provide them with the latest world-class data-driven insights to enable them to make the most effective decisions for their people and their business. We believe that we are a reflection of what we advise our clients is world’s best practice which is why we always walk our talk. Our workspace and workplace practises are as inclusive and diverse as they are beautiful. We take enormous pride in maintaining a local flavour and ‘vibe’ while keeping a global open mind. Our newest workspace in Sydney is a testament to our immersive process of workplace strategy and communication as we involve our Associates every step of the way. This helps us create meaningful workspaces where people have a sense of belonging as they contributed to the outcome, which is reflected in our occupancy of 90% across 21000 sqft four days a week.

Strongest element: Leadership

At Gartner, we believe that leadership is a service and that those charged with providing that service have an obligation to empower, inspire and allow their teams to make mistakes in a safe environment that encourages them to learn. Gartner’s in-house Leadership program is inspired by the likes of world best practice thought leaders like Simon Sinek and Gary Vanderchuck. Our philosophy is that leadership is top-down, bottom-up and so our senior management is trained to understand behaviour, look for skills gaps and provide solutions to fill them. Staff are not given a yearly review we work together every day with quarterly formal personal and professional development reviews, 360-degree Associate reviews of their managers and our intranet site dedicated to Gartner “Talk Tracks” and our mentoring program; where Associates are partnered with a mentor that best suits their behavioural style and stage of learning and skill development encouraging a symbiotic flow of knowledge and learning.

Ranking #2

About Elm Professional Services

www.elmprofessional.com

Over the last 12 months, we have grown our headcount by 600%. We were at a turning point and had to decide if we were going to adopt the culture of the business, or build a culture based on the quirky nature of each team member.

We looked at our vision and our people and from there the culture started to emerge. Just because we run the risk of being labeled “boring consultants”, it didn’t mean we should be boring ourselves, and so our vision was born: To become essential to our customers by providing services that help them achieve their aspirations to connect people to better food.

Strongest element: Wellbeing

Employee well-being is of high value to us. From the initial interview through to working with ELM, we highlight the fact that work/life balance is important. We don’t want people working after hours, but in the event that they do, we make sure to make it up to them in a way that works for them- whether it be additional leave, dinner or lunch, or a special thank-you gifts.

In the day-to-day running of ELM, we have four built-in “well-being” mechanisms:

#1: Mental health starts with:

~ Regular check-ins between the Leaders and team members

~ Dedicated walking meetings, outside away from the chaos of the office and distractions

~ Ensuring that we have conversations that are not work-related so we can see people as people, not just as a workplace resource

#2: We offer “no questions asked” mental health days if a team member is ever in need to take a recovery day. Furthermore, we encourage teams to “put their hands up” should they ever feel overwhelmed so the team knows that their leaders are always there to provide a helping hand.

#3: We love to get together as a team outside of working hours. This activity is open to families to ensure we don’t take away their time with their loved ones – to date these activities have been met with great enthusiasm from the team and their families. Some of the activities we have participated in include:

~ Bush walks

~ Team BBQs and dinners

~ Gym sessions and training

#4: We encourage “Purpose with our Profession”, for example one team member wanted to run the City2Surf for charity- a fun yet seemingly daunting challenge. Despite this, the entire company, along with a few clients, signed up to take part. To this day, our HR Manager complains about his injury but admits he would do it again, injury and all.

Ranking #3

About Diligent

www.diligent.com

As the leader in modern governance, Diligent offers software solutions across governance, risk, compliance (GRC), audit and ESG to over 25,000 organizations globally. Headquartered in New York, we serve one million users worldwide including 75% of the Fortune 500, 85% of the FTSE 100 and 85% of the ASX 200.

In 2021, we established the next chapter for our organization and included our people as part of this process. We sought their views and guidance on what we stand for – something that reflected how passionate and engaged our people are. Our organizational value centers on three principles – Drive Client Impact, Champion Modern Governance and Be Diligent – which has helped create a bottom-up culture where team members are included in, participate in, and contribute to our future strategies and initiatives.

Strongest element: Leadership

Diligent’s three core values – Drive Client Impact, Champion Modern Governance and Be Diligent – act as the principles that guide our actions, behavior and decisions. To align with our value of ‘Be Diligent’, our leadership team has instituted the goal setting structure known as V2MOM, which stands for Vision, Values, Methods, Obstacles and Measures. As part of our annual goal-setting process, each Diligent team member creates a V2MOM to document their goals and outline how they contribute to our company’s vision and success. The V2MOM is designed to help remove obstacles and turbo-charge our vision of building a GRC company that empowers leaders to create successful, equitable and sustainable organizations.

When it comes to facilitating innovation and collaboration, Diligent has established eight Employee Resource Groups (ERGs): Black at Diligent, Generational, Multicultural, Parenting & Care Giving, Pride, Mental Health, Remote & Work from Home, and Women in Tech. These groups enable our employees to build community, provide support, celebrate each other and share ideas with one another.

Ranking #3

About Enboarder

www.enboarder.com

Enboarder creates better human connections across organizations, inviting engagement and building alignment along every step of the employee experience. We’re in a unique position to help organizations build the kind of connections that we strive for in our culture every day.

One example of this that we’re particularly proud of is our internal employee recognition program, named the People’s Choice Awards. These are peer-nominated awards that give us the chance to highlight the work everyone is doing across the organization—whether or not we see the work for ourselves. It gives us a chance to highlight a small moment between peers with the same meaningful recognition that a big project completed by a team receives.

We’ve consistently seen nominations for colleagues across regions and teams which is a wonderful testament to the human connections that have been made throughout our global workforce. As we grow and continue to invest in our culture, we are deeply committed to living out our own mission statement in this way.

Strongest element: Wellbeing

Enboarder’s policies are designed with our team’s wellbeing in mind, but it goes beyond the policies and really shines through in our norms as an organization. For example, our PTO policies are written to encourage folks to take time away, but when we sent out an anonymous survey and heard that everyone wanted quarterly opportunities to enrich their lives, we implemented quarterly Enrichment Days. These are days that employees can use to enrich their lives in any way they see fit—the only rule is that there are no meetings allowed. So whether they want to leisurely stroll a local park, take time to catch up on emails, or anything in between, they’ve got the opportunity to do so.

On top of this, a core tenant of our culture is trust. We trust our team. They own their schedules and we support them integrating their work and lives in ways that make sense for them, their families, and their goals—both personal and professional.

Ranking #4

About DevOn

www.devon.global

Devon is one of the unique workplaces in IT sector which transforms organizations to disruptive digital enterprises by delivering software development (DevOps) teams. We combine best practices in the field of Lean and Agile Software Development and foster entrepreneurship.

Our vision

To be a trusted partner for people and organizations to accelerate their journey to high performance.

Strongest element: Leadership

Leaders at DevOn inspire people to achieve success by providing a clear vision, setting achievable goals, and modelling the behavior and values that are important to our organization.

Some ways in which leadership inspire people at DevOn:

1. Creating a clear vision and setting achievable goals: Leadership team communicates a clear and compelling vision that provides a sense of purpose and direction to the people. This vision is communicated in a way that inspires people to work towards achieving it. Big sprint day, a biweekly event, is a very important platform leveraged by our leadership to communicate the overall strategy of the organization. A summary of important decisions, strategic moves, outcomes of strategic meetings, etc. are discussed during a part of the evening and anyone can ask questions or put forth opinions and ideas.
2. Creating a positive culture: Leaders create a positive work culture that encourages collaboration, creativity, and innovation. They also encourage open communication and provide opportunities for feedback and development. WoW Next session : an interactive group event for all scrum masters with the leadership team at DevOn. It occurs once in every sprint and provides a platform for the communication of new strategies from the leadership. […]
3. Leading by example: Leaders model the behavior and values that are important to the organization. Leaders at DevOn believe in equity and demonstrate integrity, honesty, and a strong work ethic. They are also willing to take risks and make tough decisions when necessary.

There have been instances especially during the pandemic where some important decisions like cutting down the bonus was implemented for all leaders. Our leadership team is the face of DevOn and we see their active participation in various events which motivates our people to participate and contribute to various programs and events that take place at DevOn.

Ranking #5

About The Perth Mint

www.perthmint.com

Our vision at The Perth Mint is to inspire excellence in the precious metals industry through the innovation, expertise and values of our people. We believe our people are driven by the uniqueness and pride of contributing to our prestigious precious metal products. The Perth Mint is a unique workplace where our employees can witness and engage with our high-quality precious metal products, made from gold, silver and valuable gems. The development of these products requires a diverse range of talent and roles, providing a variety of challenging work and opportunities for our people. This variety has in turn contributed to our highly diverse workforce, where employees, regardless of their cultural background, experiences, gender or sexual orientation, are welcomed and encouraged to bring their whole selves to work. Our people’s pride in our products and commitment to excellence in everything they do is the foundation to our culture and our success. 

Strongest element: Inclusion

The Perth Mint has an incredibly diverse workforce, with over 50% of our workforce being born overseas and 35% with English as a second language. We have a 44% female and 56% male split, with employees from around the world given the opportunity to work in non-traditional gender roles. In addition, 4% of employees identify as having a disability, 3% identify as LGBTIQA+ and 2% identify as Aboriginal or Torres Strait Islander.

Our inclusion and equity initiatives are guided by our Diversity and Inclusion Strategy 2021 – 2022. Each of these focus areas are governed by an Employee Resource Group who implement the strategies and consult with the broader business on related issues. Some key highlights from each of these areas are outlined below:

Aboriginal and Torres Strait Islander: We raised the Aboriginal and Torres Strait Islander flags at both our locations, as a demonstration of respect and symbolic representation to the start of our reconciliation journey. […] 

LGBTIQA+: The Perth Mint has introduced LGBTIQA+ awareness training as part of our onboarding for all new employees as well as encouraging our employees to add their pronouns to their email signatures. Our executive leadership team participated in an gender and sexuality training program and encourage employees to demonstrate their allyship through a Pride pin and ally stickers. We partnered with the Curtin University Diversity Taskforce to make policy related improvements to our business and actively support the Pinnacle Foundation through charity initiatives and sponsorships.

Mental Health and Disability: Our award winning mentally healthy workplace program and partnership with the National Disability Recruitment Coordinator reduces stigma around mental health and disability, encourage employees to disclose and reach out for support and or adjustments as required. Employees are offered the opportunity to attend mental health first aid training and have access to a wide range of wellbeing options. We have recently partnered with Down Syndrome WA and successfully appointed a candidate with Down Syndrome into our team, with plans to expand this relationship.

Ranking #6

About BGIS

www.bgis.com 

BGIS ensures that our client’s facilities and real estate assets are operating optimally to support the people who use them. Our culture is focused on delivering solutions for our clients through a culture of innovation, environmental sustainability and caring. We focus on integrating social and environmental responsibility into all of our operations; constantly striving to create positive change in our society and natural environment.

We embrace new technologies and love being the first to find applications for them in our industry. We want to make every customer contact a positive and memorable experience. Our teams seek out opportunities, encourage change, and solve problems through diverse ways of thinking and innovation.

Strongest element: Experience

BGIS strives from day one of the employee life cycle to ensure that they are comfortable and feel part of the team as quickly as possible. BGIS has developed an onboarding program that provides employees with a range of activities, contacts, and resources to assist in that first week. All employees are to attend a virtual induction to meet some of the newest members of the team as well as being introduced to their executive leaders of the business.

At BGIS we have a range of committees which are open to all employees to join at any time. This provides employees an opportunity to meet other colleagues whom they have not met before and give them exposure to all facets of the business. Some committees include Corporate Social Responsibility, Indigenous Engagement – RAP, Diversity and Inclusion, Sustainability, Community and Social, Gender Diversity. We also donation match any cause our employees are passionate about – what is important to our team members is important to us!

Ranking #6

About SilverChef

www.silverchef.com.au

SilverChef has a clear purpose – helping people achieve their dreams. This purpose is woven through everything from our product portfolio, to the way we service our hospitality industry customers, and how we engage with our people.

Since 1986 we’ve helped more than 74,000 hospitality businesses get started and grow. We do this by providing flexible finance for a wide range of commercial kitchen equipment. 

From Brisbane, we’ve expanded across Australia and into New Zealand, Canada, and now we’re reaching into the United States, investing more than $2bn into the global hospitality industry along the way.

Strongest element: Communication

SilverChef has 311 people across seven locations in three countries globally. Communication is critical to motivating our people, aligning our activities to business priorities and creating awareness of good practice and key initiatives.

Listening and Action Strategy

The foundation of our communication program is our Listening and Action Strategy. We conduct an annual survey via the Culture Amp platform in June each year, providing all our people with an opportunity to give us comprehensive feedback. The survey typically gets more than 90% participation, which is industry-leading according to Culture Amp benchmarks.

Following the survey, detailed results are shared at a business level and at a team-specific level. Every team (including the Executive Team) then undertakes action planning, whereby they work together to identify areas they want to focus on and create a plan for the following 12 months. We conducted a Culture Amp Pulse survey in November, allowing for a check-in against our action plans to see how we’re progressing at a business and team level.

Ranking #7

About Afea Care Services

www.afea.com.au

Afea provides compassionate home and community care for the elderly and people living with disability. Our purpose is “caring for people you love”, which is guided by our mission to empower others and our vision to be the most trusted care provider.

Afea’s core values of being authentic, purposeful, responsible and understanding are further enshrined in the “Afean Way”, a set of virtues by which all staff are encouraged to approach clients and colleagues, as well as their own work and decision-making.

Strongest element: Culture & Purpose

From recruitment and onboarding to recognition awards and strategic plans, Afea’s purpose is intertwined with all our activities:

– Communication of our ethos begins at recruitment as prospective employees are provided a Culture Book describing our purpose, mission and vision. Job vacancies promote our purpose-led culture to attract values-aligned applicants

– Purpose is emphasised during onboarding as each new employee participates in a unique “Heart-to-Heart” induction with Afea founder, Esha Oberoi. Esha shares her past experiences as a carer and her own personal mental health struggles, which helped her understand the significance of compassionate care and emotional resilience. The initiative has received positive feedback such as, “I feel better connected” with Afea’s purpose and their personal job responsibilities. Furthermore, the initiative resulted in Afea’s new-start attrition rate dropping from 41% to 7%. 

[…] An employee engagement survey conducted in February 2022 showed that 90% of staff agreed they feel aligned to Afea’s purpose, vision and values.

Ranking #8

About Indosat Ooredoo Hutchison

www.ioh.co.id

Purpose:

To connect and empower the people of Indonesia by accelerating the nation’s digital transformation

How does it feed into our culture:

In IOH, we want to ensure that our people have a career in which they find meaning and purpose. Therefore, with the mission “empower every Indonesian”, we want our people to understand and find their share of task to that mission in which it will help create greater meaning for our customers or wider population.

Strongest element: Wellbeing

Focusing especially on physical well-being, we care for our employees through encouraging them to join our annual Medical Check-Ups (MCU). After conducting MCU, we work together with a well-being mobile application called “Naluri” to help employees keep track of their annual medical check-up follow ups and journal their mental well-being activity. Health & well-being has always been a priority, especially emphasized during the Covid pandemic. In IOH, we try our best to provide well-being fulfillments for employees, starting from providing the option to adopt Work from Anywhere, up until sending covid facilities such as tablet for work tools, doctors and medicines, booster vaccine and so on in an effort to support employees’ health so they can focus in growing & developing with IOH.

Next, we believe that maintaining mental & emotional well-being also includes giving employees reassurance that we’re the right platform for their growing & developing in terms of career. We engage with world-class business school such as Harvard and Instead, as well as a leadership school such as Center for Creative Leadership (CCL) to nurture employees as future leaders of IOH.

Ranking #8

About ConsenSys

www.consensys.net 

Our vision is to help humanity upgrade to the objective trust infrastructure of Web3 required to build a more equitable society with broader ownership and more “positive sum” collaboration. From the launch of Ethereum blockchain, ConsenSys was formed with the goal to be the strongest force for decentralization on the planet. We believe that through decentralized networks like Web3 humankind can achieve more, and we’ve contributed our people, products and resources to help drive its evolution.

Web3 is a new foundation for trust, where everything can be verified. It gives people direct ownership over their digital identity and assets.

Strongest element: Wellbeing

With our global workforce we have fine-tuned asynchronous working which means we have a lot of flexibility in the structure of when we work and how we work together.

We don’t mandate how our people want to work. Our employees get to choose what works best for them. We are a remote-first business but employees can utilize our offices in major hubs (New York City, London, Hong Kong, Paris, Romania) or request for a global WeWork pass.

We offer flexible working arrangements so individuals can choose for themselves when they want to work. Are they early risers and do their best thinking in the AM? Are they night owls? Do they have kids and want to be able to drop them off and pick them up from school? Our hours are flexible, so as long as the employees communicate with their team and the work is being done, they work when they work.

We also have Productivity Zero Days which are optional rest & recharge days. Our only guiding principle is not to email/slack colleagues so that everyone can feel the full benefit of coming back to an empty inbox. We hold 2-3 Productivity Zero days per quarter and two extended Productivity Zero weeks per year.

Productivity 10x are meeting free days we hold once a month on a Wednesday. We cancel all internal meetings to allow everyone to be 10x more productive!

We value downtime to recharge and reset, ensuring everyone at ConsenSys has work/life balance. We encourage people to take a minimum of 3 weeks off per year. These are outside of our Productivity Zero days/weeks.

Ranking #9

About PagerDuty

www.pagerduty.com

As the world becomes more unpredictable, the complexity of digital operations and the velocity with which companies conduct business continues to accelerate. Crises are inevitable, and organizations that rely on traditional workflows will fall behind in an era of unstructured, urgent work. The companies poised to win are the ones that empower their teams with more time and efficiency to innovate for the future and PagerDuty is the platform that will power the future of work.

Strongest element: Experience

We’ve spent a lot of time thinking about what the future of work means for us and our customers. We’ve run experiments, surveyed employees, and planned how we need to evolve to keep up with the changing landscape of work and technology. We’ve looked at all aspects of how we work —from how we make decisions, to how many meetings we have, and what our physical offices might look like. To guide this evolution, we put customers at the center of everything we do. We have defined what Customer Devotion looks like at PagerDuty, and are beginning to activate this mindset, practical tools, and rituals to help us deliver great outcomes for our customers.

Evolving PagerDuty’s workspaces to embrace distributed work.

We’ve implemented a “distributed by design” workplace, meaning we offer the ability to work across a variety of geographies and workplaces so our employees can do their best work for our customers. We lean in to trust our Dutonians to decide if they will work in the office, hybrid (a combination of working in the office and from home), or “anywhere”, meaning remotely from wherever they feel most comfortable.

We’ve rethought our approach to office space to shift the balance from a focus on individual workstations to more space for in-person collaboration, informal interactions, and social gatherings for both Dutonians and customers.

Ranking #9

About Rackspace Technology

www.rackspace.com

Our organization’s purpose is to empower the world’s inspiring missions. We deliver on this by rallying around our company’s mission: embrace technology, empower customers, and deliver the future.

This sense of purpose is deeply embedded in our culture. It starts on day one as our employees (whom we call Rackers) learn about our employee value proposition, which states that “Rackers are valued members of a winning team on an inspiring mission.” And it comes to life through the Fanatical Experience™ we provide to our customers — whether internal or external, the Racker Experience we build through communications and programs, and the ways we recognize and reward Rackers for living our Core Values and business priorities.

Strongest element: Culture & Purpose

To help Rackers connect their individual roles to our customers’ success, we regularly share customer stories of how the thousands of expert Racker technologists around the globe solve the most complex multi-cloud technology problems, allowing our customers to focus on their core business and own inspiring missions. We share company performance through quarterly company-wide meetings and monthly functional level meetings. Our peer-to-peer recognition platform allows Rackers to take charge of recognition, rewarding other Rackers for delivering customer outcomes in a timely, connected manner.

To help Rackers realize their own inspiring missions, we invest in Racker careers and growth through robust, comprehensive technical certification programs. We encourage Rackers to invest at least 52 hours every year on intentional growth and learning. We focus the third Thursday of every month on innovation, inviting Rackers to spend time away from meetings to explore new, creative approaches to work and customer problems. We give Rackers at least 40 hours of paid time off per year to invest in community organizations and causes they care about.

These efforts are recognized and appreciated by Rackers, as Rackers understanding of how their work contributes to achieving Rackspace Technology’s goals (Contribution) and belief that the work they do is meaningful (Purpose) both scored in the top five categories on our most recent Employee Engagement survey.

Ranking #10

About Lendlease

www.lendlease.com/au

Places for everyone.

That’s our mission. To shape cities, create connected communities and deliver workplaces of the future, right around the world. Business performance is driven by many factors. Strategy, people and culture are critical ingredients and the workplace is where culture happens, people connect and strategy comes to life. As an organisation, we are continually looking at how we can create better workplaces, ones that foster the right culture to serve our purpose, to create the best places to live, work and play.

Strongest element: Culture & Purpose

An inclusive, sustainable culture that focuses on the wider social good has been part of our corporate character since the beginning, under founder Dick Dusseldorp. To continue that legacy, we believe a great workplace culture needs to be:

• Healthy – physically and mentally
• Flexible – offering choice, agile portfolios and multi-purpose space
• Connected – offering meaningful moments, collaborative and flexible
• Inclusive – championing diversity, equity and accessibility at every level
• Insightful – helping our people learn and grow through technology
• Sustainable – environmentally and socially, through creativity and innovation
• Rich in opportunities – through exposure to new people, ideas and projects

[…]

Collaboration is at the heart of the success of any organisation like ours and the rise of flexible working potentially means more smaller meeting rooms for virtual chats. We’re also looking at the physical experience of our workplaces, using design and programming to nurture a ‘small town neighbourhood’ vibe that helps our people form bonds and make friends – an important element for a thriving workplace culture.

Our Community Hub really came into its own during the lockdown period as a key tool for connecting our teams. Moving forward, we have a trusted, vibrant platform that helps all our people engage with Lendlease – fostering a culture that’s welcoming, open and available to all, no matter where they sit.