Congratulations to the
2023 Inspiring Workplaces in North America

Ranking #1

About Calix

www.calix.com

Calix’s purpose and mission is to enable our customers to simplify their business, excite their subscribers, and grow their value. Our mission is to bridge the digital divide and make broadband connectivity available to all. At the heart of our business is a deep-seated belief that every person, regardless of economic status, location, or circumstance, deserves access to vital resources that keep us connected to each other and the world.

Our products and services help bridge the digital divide and make broadband connectivity available to all. We help communities lay the foundation for economic growth and vitality, we protect society’s most vulnerable from growing online threats, we defend subscribers’ home networks from growing cyberthreats and, importantly, we build more sustainable networks to protect our planet. As a team, we work together to bring that level of connectivity and care to our customers, and always share that same level of care with our employees.

Strongest element: Experience

From the submission… At Calix, we understand the significance of fostering a culture of inclusion and belonging. We have curated various experiences and programs that enable our employees to feel connected and supported.

Knowing your purpose is a key value pillar at Calix, and we encourage all employees to understand the importance of their roles within the company. To know your purpose means to fully grasp the part you play in the overall mission and vision of the company. When you know the role you play, you are empowered to make decisions and make room for autonomy in your work.

Every year, the Calix Leadership Team outlines 10 strategic priorities that serve as a map of focus areas for the year. These priorities are cascaded down at the team level and each employee will set their individual goals. This ensures there is alignment across the organization and provides a clear path to achieving our goals at the company level down to each individual contributor level.

Strongest element: Communication 

From the submission… Upon joining the company, all new hires are scheduled in cohorts to meet with each executive team member. This is an opportunity for employees to get to know each leader and learn about their business groups and strategic priorities for the year. New hires are also able to ask leaders questions they are curious about at the end of the call. Leaders invest the time to meet with new hires because it sets the tone that leadership is accessible and available to all employees.

On a quarterly basis, employee all hands are hosted to hear directly from our executive leadership team and get a download of top priorities and progress on company goals. During Calix Quarterly meetings, leaders also share industry insights and celebrate employee achievements. It gives employees at all levels visibility into how the business is performing and a chance to ask leaders questions.

Ranking #2

About Reward Gateway

www.rewardgateway.com

Improving employee engagement to build better, stronger and more resilient organisations. 

Reward Gateway is culture- and client-driven. Since 2006, we’ve been right by the side of the world’s most innovative HR people, giving them the tools and products they need to engage their people and drive company success. 

We empower more than 8 million employees to connect, appreciate and support one another to make the world a better place to work. Our unified employee engagement hub provides the best of recognition, reward, wellbeing, surveys, benefits and discounts that support talent acquisition, retention and values-driven growth.

Strongest element: Experience

From the submission… As our value ‘We are human’ says, we all have a career and a personal life to juggle, which can be complex and challenging at times. We’ve created an inclusive and supportive environment that recognizes employees’ lives in full, and the competing priorities employees deal with. One way we do this is through flexible working. Starting with a simple golden rule, we ask all employees to “Never miss an important life or work event.”

We took flexible working a step further by introducing RG Workmodes- an activity-based model supporting flexible, hybrid work. RG Work Modes were created for our employees by our employees. We listened to their needs and adjusted our strategies as we heard their feedback. Each Work Mode describes the key activities that make us productive, collaborative, and engaged. Work Modes align with our eight values and inform us how to use our workspace most effectively, whether at home or in the office.

Strongest element: Communication

From the submission… Traditionally, internal communications are Leadership led. It focused on telling the employees, and much of the content is led by “This is what we think you need to know!”. At RG, boom! is our social, digital workspace, and it changes the dynamic of communication. Technology enables us to empower all voices to Speak Up. It’s a global community where we communicate and collaborate to work smarter, innovate, and grow faster.

Two-way communication means we can focus on listening and lead our communication strategy with “What do you not know that we can support and help you with?” In doing so, we bridge the knowledge gaps. We empower employees and enable collective progress. Listening is as valuable as talking. We actively demonstrate and encourage employees to live our Speak Up value by providing a platform where all employees have a voice, are visible and feel valued.

8.5/10 Employees Trust Communications from the Business

8.5/10 All voices are encouraged to be part of the conversations that take place at RG

8/10 RG people are transparent about the reasons for their decisions

Ranking #3

About Union Pacific Railroad

www.up.com

For 160 years, Union Pacific’s people have moved the essential goods fueling our nation’s economy. Our armour yellow locomotives might attract the attention, but the true heroes are inside the cab, dispatching the trains, repairing the track and equipment, and building customer relationships and innovative tech solutions.

Our goal is to help these team members develop skill sets enabling them to grow and develop in new positions across the company and become experts in their roles. We know that to do that, we must be committed to fostering a diverse and inclusive environment that reflects the diverse markets and communities we serve.

Strongest element: Inclusion

From the submission… Nothing is quite as impactful as hearing someone else’s story. Union Pacific completed its third season of We Are One videos. Topics included overcoming racism; supporting family members coming out as gay; navigating life in the U.S. as a Muslim; and finding stability and happiness as a caregiver. This raw, authentic approach drives empathy and understanding, allowing UP to thoughtfully engage with social issues.

Every other month, the CEO and CHRO host a themed Listening Session. Participant panel is led by an outside expert and supported by additional executives willing to share personal stories. To date, 38% of UP’s executives have participated as panelists. Topics for the virtual programs, commonly attended by about 500 employees, included:

• Are You Okay? Destigmatizing Mental Health
• Neutralizing the Gender Divide
• Science Behind Stereotyping
• Second Chance Hiring
• Generational Divide

UpLift Sponsorship Program. This two-year program selects 40 high-potential employees from underrepresented groups and pairs them with executive sponsors. The goal is to create career mobility, expand networking circles and offer executive leadership training. It’s working: 64% of participants in their second cohort year and 30% of participants in their first were promoted or made development moves, and 92% believe the company is investing in their future.

Ranking #4

About Jackson Healthcare

www.jacksonhealthcare.com

Jackson Healthcare is a family of highly specialized healthcare staffing, search and technology companies. With a mission to improve the delivery of patient care and the lives of everyone we touch, we provide healthcare systems, hospitals and medical facilities with the skilled and specialized labor and technologies they need to deliver high quality patient care and achieve the best possible outcomes – while connecting healthcare professionals to the employment opportunities they desire.

Because of the very nature of what we do, our work touches and impacts numerous lives every day. Caring for others is ingrained in our DNA and guides everything we do – from how we approach recruitment and retention, to how we make business decisions, and how we treat our customers, partners and one another. Reinforced by our core values of Others First, Wisdom and Growth, our collective desire to serve the greater good is seen and felt throughout our unique workplace culture that empowers and enables our people and companies to thrive.

Strongest element: Leadership

From the submission… Managers also participate in an intensive leadership development program called “Fostering Leaders.” It is comprised of eight full-day sessions over 12 weeks and a total of 75 instructor led hours (in addition to one-on-one coaching) to help associates identify their unique leadership styles and strengths, as well as growth opportunities, all while teaching new skills and tools – such as how to manage tough conversations, how to assess team members’ skills, and how to effectively coach and mentor. Fostering Leaders also reinforces key cultural-based business approaches outlined in our president’s book. The Fostering Leaders Program has graduated more than two thirds of our managers to date, and it consistently receives high marks from participants, with graduates scoring the most recent program as nearly a perfect 10 on every measure. Looking at open-ended survey results from the spring 2022 program, several participants shared that they were able to put the leadership concepts they learned during the program into use immediately.

Strongest element: Wellbeing

From the submission… Last year, Jackson Healthcare introduced pet therapy, bringing service dogs to its campus for the first time. Over four weeks, the company encouraged associates to take a break from working and participate in the sessions, which have been proven to reduce stress and anxiety and increase happiness and relaxation. The new offering quickly became popular with many looking forward to the weekly pet therapy sessions. Though it was originally intended to only be offered during Mental Health Awareness Month, we’ve since welcomed a full-time pet therapy dog, Hank, to campus. Associates are encouraged to visit with Hank when they see him in common areas or during designated visiting hours. Teams also have the opportunity to schedule a dedicated pet therapy session with Hank and his handler, if they prefer. Aside from Hank, our associates also enjoy monthly on-site pet therapy sessions with one of our non-profit partners.

Ranking #5

About IGS Energy

www.igs.com 

At IGS Energy, our purpose – building a sustainable energy future for a healthier planet – is woven throughout all that we do. To best serve our customers while achieving this purpose, we’re building and investing in innovative solutions that our employees are excited to be a part of: 81 percent of our team members report that their work has special meaning and is not simply “just a job,” while 90 percent feel a sense of pride for what we’re accomplishing as a company.

In pursuit of our purpose, we think long-term. We’re committed to staying privately held, as this enables us to pursue our purpose without the pressure of short-term returns. We follow the tenets of Conscious Capitalism, which believes business can be a driver of good in the world, and we aim to be a role model among our peers. To that end, team members give presentations and serve as a resource for other local companies who want to learn how to operationalize their purpose at their own organizations. Additionally, in signing The Climate Pledge, we’ve committed to being carbon-neutral by 2040, an act that our employees were excited to share. When asked if they’re proud to tell others they work at IGS Energy, 93 percent reported “yes.”

Strongest element: Culture & Purpose 

From the submission… We’ve built a culture around doing the right thing – for our people, our customers, and our communities – and we have countless opportunities throughout the year for our employees to engage in ways that move us closer to our goal. One notable example is our annual Day of Service, during which all employees are invited to spend a day giving back to their communities, often with a focus on protecting our environment. Our corporate philanthropy and Social Impact work cascades directly from our purpose, as well. We invest $1.2 million each year, with a focus on creating access to the positive benefits of renewable energy for those who will benefit most.

From the small things (visual reminders throughout our buildings) to the big (our leadership speaking to the importance of our purpose and each employee’s role in it), our purpose is embedded not only in our day-to-day work, but in the culture of IGS Energy. In turn, we can proudly say that 93 percent of our employees report that IGS Energy is a great place to work.

Ranking #6

About Paystone

www.paystone.com

Our purpose is to help our customers grow through Customer Driven Growth.

This means that we provide our clients with the tools to make their customers happy (through customer journeys, experiences, and rewards & gift programs), motivate their customers to share their experience with friends (reviews and recommendations), amplify the voice of their customer (campaigns, omni-channel messaging, social media sharing, and website publishing), and in turn, every customer brings our client one more.

This idea of customer driven growth flows internally as well because what we do for our clients, we also practise for ourselves. We use the same tools and strategies that we offer to our clients internally, and not just from a business perspective but from a people perspective as well. When we first defined our purpose around customer driven growth, we essentially mirrored that strategy and replaced “customer” with “our people”.

Strongest element: Experience 

From the submission… Keeping our people-first mindset at the forefront, we created an onboarding experience that starts off with team building games using Luna Park to help get folks acquainted and working together right off the bat. During orientation (first two weeks), there is a mixture of live and on-demand learnings so that connections are made early and often between new members to our team and key people and leaders across the company.

Following onboarding, Luna Park remains a big opportunity for our people to stay connected. There are random pairing events each month, so two randomly chosen people from across the org are matched up to play a game that requires collaboration and communication but is also fun, so people have a chance to (re)connect with coworkers, get a bit of a break with an extra injection of fun into their day, and encourage some friendly competition and banter across the org. Anyone in the company can initiate a game or round of games with any number of colleagues. We’ve seen teams include a gaming component to team meetings or just a few coworkers syncing up for some lighthearted fun. This system and these opportunities help provide a sense of camaraderie and connection in our “remote-first” organization where it can sometimes be difficult to have these social moments otherwise. We also offer city specific slack channels so colleagues can make plans to meet up at the office or at a central location easily, for our team members who prefer in-person connections. We’ve seen that 87% of our people feel they are part of a team.

Ranking #7

About Federal Reserve Bank of NY

www.newyorkfed.org

The Federal Reserve Bank of New York, commonly referred to as “the New York Fed,” works within the Federal Reserve System to foster economic and financial stability and vitality throughout the Second District, the United States, and the world. We are one of 12 regional Reserve Banks that, along with the Federal Reserve Board of Governors in Washington, D.C., make up the nation’s central bank. We are here to make the U.S. economy stronger and the financial system more stable for all segments of society, and at our core, we believe in a world where every individual can thrive and where there is economic stability for all. This is engrained in everything we do, and we’re committed to shaping a culture that supports this aspiration. Over the past four years we have refreshed our people practices that allow us to better support the economy and the American people and set expectations for how we interact with each other and make decisions in alignment with our core values of working collaboratively and inclusively, thinking broadly and deeply, and acting decisively and nimbly.

Strongest element: Communication

From the submission… Communication is a two-way street, and we know that regularly communicating with employees and keeping them informed is a key aspect of making their time with us meaningful, engaging and rewarding. To effectively communicate with our employees, we have internal communicators across the Bank at both the organizational and Group levels, dedicated to ensuring a seamless flow of communication. Engaging business, mission, and culture-related content is regularly pushed out to our employees through various channels including blog posts, newsletters, Town Halls, Ask Me Anything sessions with our President & CEO, and more, to ensure our employees are up to date on and engaged with our mission-focused work, organizational cultural content, and operational updates. In 2022, we sent 250 editions of our Bankwide newsletter, ran 275 feature stories, and featured 170 posts in our employee blog. We also run bi-annual employee experience surveys and strongly encourage follow-up action based on the results. After overall Bankwide results are released, team-level results are released to People Leaders with the intent to drive progress individually and collectively as a team. People Managers are encouraged to “Assess, Huddle, Act”—review the results, discuss with their team, and set action plans to improve. 

Ranking #8

About Sentinel Technologies

www.sentinel.com

Since 1982, Sentinel Technologies has been a premier business technology provider dedicated to delivering the highest quality IT solutions, uncompromising customer service, and thought leadership. To achieve this mission, we foster a culture that leverages our employees’ unique skills, encourages growth, and rewards their success.

Our culture steward is our Employee Experience Manager, solely dedicated to enriching the employee experience. As an employee advocate, this manager keeps employees engaged, connected, and feeling appreciated. She uses employees’ feedback to help strategize ways to continuously strengthen the family-like feel Sentinel has had for forty years.

Strongest element: Culture & Purpose

From the submission… During orientation, we introduce them to “the Sentinel way,” which includes our company’s history, people and locations across the globe, and what it means to be a Sentinel employee. We use this time to allow new employees to share interesting facts about themselves, garnering valuable personal connections with other new hires. We also stress the importance of employee feedback and how their input helps us make Sentinel the best workplace possible. Within their first forty-five days, they receive a survey and an opportunity to tell us how it’s going and what we can do better. This aligns with our customer surveys and mission to provide the best possible experience.

Sentinel prides itself on supporting and encouraging an employee’s career path. It has resulted in a decades-long tenure of over a quarter of our organization. Managers check in with their employees regularly to see how things are going, how they can help, and to discuss their future with the company. When an employee expresses interest in a different role or team, our managers ensure they are a good fit and that the transition is thorough and smooth. Career path mentoring doesn’t stop with employees’ direct managers. They have the option to seek mentors beyond their team or business vertical. We align employees with mentors who can act as sounding boards or offer advice and support throughout their careers.

Ranking #9

About CooperCompanies

www.coopercos.com

CooperCompanies is a global, consumer-centric medical device company that supports how people want to live, at every stage of life. By listening closely to the healthcare providers and patients, we fulfill the needs of today while focusing on the opportunities of tomorrow through innovation and strategic investment.

At CooperCompanies, our mission – to improve lives one person at a time – starts with our employees. Our employees (and their families) experience the same medical conditions we solve for every day, from near- and far-sightedness to fertility challenges.

Strongest element: Wellbeing

From the submission… Wellbeing is at the core of our culture at Cooper. Here are some examples of how:

• Health and Wellness Benefits. Employees in the United States who work a minimum of 30 hours per week are eligible for benefits including: medical, dental, vision, life/supplemental life, accidental death, and pet insurance; paid time off; short and long-term disability; flexible spending accounts; 401(k) plans; employee stock purchase plans; an Employee Assistance Program; tuition assistance; and a comprehensive wellness program. Global employees are eligible for similar benefits as appropriate by region. U.S. employees and their immediate family members are also eligible for free CooperVision contact lenses; employees globally are eligible for CooperVision contact lenses either at no cost or at a nominal fee, depending on region.
• Fertility benefits to all U.S. employees and their partners. In addition to offering our employees access to fertility treatments, we provide access to a patient care advocate who offers support, guidance, and education through their journey. We support all types of family building, including LGBTQ+ individuals and couples as well as single parents.
• Talkspace: In 2022, we introduced Talkspace, a private mental health support, in the United States. Employees can choose a therapist from a list of providers who they feel best match their needs and engage with the same therapist up to five days per week for as long as needed.
• To relieve stress, employees at our Rochester, New York, manufacturing and corporate sites can spend time with rescue and therapy dogs several times throughout the year.

Ranking #10

About Rackspace Technology:

www.rackspace.com 

Rackspace Technology exists to empower the world’s inspiring missions. This purpose guides everything we do — for our customers, our employees (whom we call Rackers), and for our communities.

Rooted in this purpose, we are a customer first, cloud first organization – this means that our entire company from our product and support teams, to our sales, marketing, and corporate services teams like HR and Finance are focused on enabling great multicloud business outcomes for our customers.

From a culture standpoint, we are guided by our employee value proposition (which echoes our purpose statement) and our five core values. We strive to create a company in which all Rackers feel like valued members or a winning team on an inspiring mission. We know that when our employees are satisfied and cared for, they’ll look after our customers accordingly. This EVP is our north star and guides our internal behaviors as well as the development of policies and programs throughout the organization.

Strongest element: Culture & Purpose

From the submission… ”Our core values — Excellence, Customer-driven, Expertise, Agility, and Compassion — guide Racker behavioral expectations across the organization and are key to helping us live out our purpose. They’re not just words on banners in our halls or coffee mugs on our desks. They come to life through the Racker Experience on a daily basis. Expertise, positioned strategically at the center of our core values list, reminds us that we must be a learning organization in an ever-evolving industry like technology services. To deliver the future for our customers, we have to have our finger on the pulse of where the future is going.”

Strongest element: Inclusion

From the submission…. We have also launched programs like Speed Networking to allow Rackers an opportunity to create quick connections from all around the world via a fun, non-agenda activity that we run every other month. As part of our wellbeing challenges, we launched a global Racker Cookbook, enabling Rackers from around the world to share a piece of their culture, deepening employee connections and increasing employee affinity — from one dinner table to the next.

By creating a culture where our Rackers feel as though they belong, they are more willing to show up and provide the customer support we pride ourselves on. Not only are we committed to the visible diversity of our Rackers, but we are also striving to create an environment that encourages diversity of thought.

The success of these programs is reflected in scores of our most recent employee engagement survey, in which Rackers reported with 89% favorability (7% higher than the IT benchmark) that they are comfortable voicing their ideas and opinions, even if they are different from others.

Ranking #11

About Navvis

www.navvishealthcare.com

Navvis’ core purpose is simple yet ambitious: to fundamentally improve the way healthcare is delivered to patients. A leading population health company, Navvis supports more than 4 million patients with the goal to help healthcare organizations transform their businesses so they can achieve measurable healthcare outcomes like lowering costs and improving patient health and physician satisfaction. 

Because our core purpose serves the health and well-being of all Americans, Navvis attracts people who are driven by the desire to make a positive difference in the world. Our colleagues share the grit, passion, and desire to fix healthcare. Transforming healthcare requires our team to be aligned with our mission and vision as well, while fostering a culture of innovation. Additionally, our team continually embraces Navvis’ core values, which include respect, excellence, authenticity, accountability, and compassion. These values are our north star when it comes to how we engage our team, as well as how we engage with our partners.

Strongest element: Leadership

From the submission… Bold, inspiring leadership is at the heart of Navvis’ culture. Navvis is, after all, working to fundamentally transform healthcare. To achieve this goal, Navvis leaders consistently embrace out-of-the-box thinking and big, groundbreaking ideas that inspire all Navvis team members to achieve success. In 2022, Navvis leaders spearheaded the effort to create Surround Care, a first-of-its-kind healthcare transformation company that brings together Navvis with other like-minded organizations to make healthcare more affordable, accessible, and provide better health outcomes. Such innovative ideas inspire all Navvis’ people to think big and produce first-of-its-kind solutions at every level of the company.

Our leadership at Navvis also invests heavily in the development of new and future leaders, with a specific emphasis on career progression.

“My career at Navvis started in project management. I had the opportunity to participate and support in different areas of the company so I could learn and grow. Since starting a few years ago, I have been involved in designing and implementing programs and solutions. My biggest accomplishment at Navvis was to help lead the opening of a new client delivery site. This experience exposed me to technology, operations, physician, and patient engagement.” Navvis Colleague

Ranking #12

About Anheuser-Busch

www.anheuser-busch.com

Our purpose at Anheuser-Busch is to Dream big to create a future with more cheers. This Purpose taps into our collective passion to redefine what it means to be a beer company and comes to life in our core values.

[…] Since 2011, Anheuser-Busch and the Anheuser-Busch Foundation have donated more than $221 million to charitable organizations across the country that help individuals and communities thrive – including support of disaster preparedness and relief, economic development, education, environmental sustainability, military personnel and their families, and responsible drinking. We invest in the communities around our offices, breweries, facilities and more. We believe in creating a future with more cheers for EVERYONE which is why our Global and North America diversity, equity, and inclusion platform includes our people, our customers, our consumers, and our communities. The above examples are only a few of the many ways this purpose influences our culture and our work.

Strongest element: Experience

From the submission… Anheuser-Busch has always been a fun and exciting place to work. A lighthearted, saying that I have heard is, “You know we sell beer, right?” meant to articulate that while we do work hard, we are also not your typical corporate company. All our corporate facilities have open concept space meant to break down the communication barriers, increase collaboration, and showcase that we share and partner as colleagues. Our employees know they can chat and share their experiences with their team and the teams next to them which fosters more connectivity and relationship building. We encourage that employees show up and engage authentically in an atmosphere where everyone’s viewpoint is valued.

AB hosts numerous engagement events throughout the year with individual teams, departments, functions, and cross-functional events. Often, these events will feature a C-suite or VP level executive as a key speaker or simply be an opportunity to engage and network. Our Panorama employee resource groups each host two national events, plus numerous additional peer group focused events throughout the year which gives employees nearly one hundred different opportunities to engage. Each ERG’s national events are amplified by the group’s executive sponsor who promotes the event to senior leadership as well as the broader company. These events create twelve touchpoints per year for employees to interact with their highest leaders. This also promotes visibility of colleagues from all backgrounds and promotes a sense of belonging that resonates with our ERG members.

Ranking #13

About Experian

www.experian.com

“We sit in a pivotal position in societies where we work. For us, using our data and expertise to create a better tomorrow is more than an opportunity. It’s a responsibility.” ~ Brian Cassin, CEO

This quote from our Global CEO sets the stage for how Experian approaches its business model. We have a strong, unique culture with a purpose at its heart, and our culture drives our business proposition. We don’t take for granted that our success would not be possible without the dedication of a workforce that has bought into, and works daily, to cultivate an inclusive culture.

Experian remains focused on a single purpose: Creating a Better Tomorrow. It’s not just a marketing tagline. It’s the lens through which we care for our employees, and how they in turn fuel innovations to serve our communities. Our ‘people first’ agenda puts our employees at the forefront of everything we do as a driver for great outcomes for our clients and consumers. We strive to have the best talent, working in a high-performing and inclusive environment where everyone feels they can do their best work in support of our purpose. We achieve this by engaging our employees in developing products that deliver positive societal and environmental impact and, as a result, contribute to business growth.

Strongest element: Inclusion 

From the submission… At Experian, our employees bring their whole selves to work because we believe in the full Power of YOU. Our Power of YOU Council holds the company’s leaders accountable and ensures they achieve the corporate-stated commitments. The Council is a foundational and recognized part of Experian’s culture. Belonging is central to its work because everyone is an important member of our organization, and we value the unique contributions that each person brings to the table, including their talents, identity, and passion.

Our Employee Resource Groups (ERGs) provide support for employees through a strong sense of community service, involvement in charities and nonprofits, and empowering them to provide education within their broader communities. It has the ancillary benefit of attracting more diverse talent into our organization. These groups have helped us create new workplace policies and programs that benefit all our employees and support their well-being. We are building an inclusive culture and creating an environment where people can balance successful careers with their commitments and interests outside of work. Our flexible working practices support our belief that this balance brings long-lasting benefits for our business, as well as our people.

Ranking #14

About Tata Consultancy Services

www.tcs.com

TCS’ purpose is anchored in the well-being of all our stakeholders. Drawing from the 150 year legacy of the Tata group, we have a net-zero emissions goal by 2030, being a socially responsible and purposeful organization that brings opportunities to attract young talent.

Right from the candidate stage, through the onboarding and growth phase of the associate in the company, we consistently communicate our value proposition ‘Building on Belief’ to our associates. The new brand vision encapsulates the active and collaborative role that TCS plays in partnering with customers over the long term, leveraging its contextual knowledge, investments in research and innovation, and technology expertise to help them grow, and achieve their purpose-led transformation goals. The importance of such growth and transformation was particularly evident in the recent difficult times, as it underpinned the resilience and adaptability of businesses across the globe.

Strongest element: Communications 

From the submission… Our employee listening strategy helps to identify issues and opportunities, engage the workforce in solving business problems, and create an environment where people feel valued and heard. 

[…] Listening Groups:

1. The HR partners host talent segment specific sessions within their accounts every quarter to understand client location specific inputs that they can implement on their own. Such inputs are also collated at the organizational level to identify trends.
2. Team meetings and leadership interactions are also hosted every quarter. Their Chairman town hall sessions include live interactive chats where associates can openly ask questions which are answered by the leadership themselves.
3. Knome – Our internal social media platform has various communities that are hosted as per different interest groups which allows the employees to voice their opinion openly and in a safe environment.

Ranking #15

About Fusion Homes

www.fusionhomes.com

Fusion Homes, a residential homebuilder in Guelph, Ontario, Canada, is driven by our mission to help our customers love the homebuying journey. Our purpose – to Defy Expectations – is central to everything we do: with our customers, with each other, and with ourselves. This is our DNA. We live and breathe this every day.

Our purpose is fostered through our four values: Do or Do Not, Fusion United, Be the Customer, and Own Your Growth. Just like our purpose of Defy Expectations, our values are truly woven through the fabric of our organization. We infuse our values in our hiring process, assessing for these competencies using intentional interview questions so that we can ensure the candidate is values-driven and will thrive bringing their authentic self into our culture.

Strongest element: Culture & Purpose

From the submission… At Fusion, values-based leadership is everything. We lead and role model our values from the top, and incorporate our 4 core values in everything we do: from our recruitment and selection process, to our first day orientation program, to our 90-day onboarding experience, and even how we measure performance during our mid-year and annual performance review. This year we are adding two new training courses to our Leadership & Management Program for all people leaders at Fusion, one of which is entitled “Leading through Values” and teaches the importance of role modelling our leadership philosophy in everything we do – and, ultimately, how it fosters the high-performance, deep devotion culture we have developed so intentionally.

Strongest element: Leadership

From the submission… Leadership is inherently connected with the team, and senior leaders are visible, united, and transparent. Cross-functional leadership meetings occur on a standing monthly basis and ensure lines of communication are always open: leaders are expected to roll up updates from their departments, collaborate in dialogue together, then are expected to take the consolidated notes and cascade with their teams. This ensures everyone across the business is in the loop with the major cross-functional developments that are happening on a regular basis, so that nobody is in the dark when it comes to current events. This builds connection and engagement, building an agile atmosphere where feedback can be received upward, shared amongst decision makers, then relayed back to the rest of the team to foster a truly connected and transparent ecosystem.

Ranking #16

About TheMathCompany

www.mathco.com 

When we began our journey six years ago, we asked ourselves a simple question: How can we become the world’s largest problem solvers? The answer: by building an organization where employees feel a sense of belonging and that allows people with different aspirations and skill sets to learn, innovate, collaborate, and grow together. At a time when early-stage start-ups concentrated on increasing their client base, and revenue, we at TheMathCompany, focused on ensuring that there was enough representation at every level of our organization structure because we understand that it takes people with different ideas, strengths, interests, and cultural backgrounds to make our organization scale greater heights. And this has perhaps enabled us to become pioneers in our industry and one of the fastest-growing AI/ML firms in the world. 

Today, TheMathCompany operates on the principles of empowerment, instilling an entrepreneurial mindset, fostering diversity and inclusion, and respecting everyone’s individuality. By keeping people at the heart of everything we do, we have created a workplace that is non-hierarchical, fluid, and flexible and developed a myriad of people-focused initiatives and policies to support our employees and nurture an inclusive culture.

Strongest element: Communication

From the submission… Our ‘Raise your hand’ initiative is another perfect illustration of the nurturing culture that we foster within the organization. To tackle problems such as drops in delivery quality, issues in team dynamics, increasing attrition, and more, that are not uncommon in large, diverse, and remote organizations, we believed it was necessary to establish a clearly defined process. The founding principle was to cultivate a culture of seeking help and communicating openly about mistakes and shortcomings that individuals or their teams encounter in delivery, without any fear of backlash. Team leaders and managers are encouraged to email in their concerns about anything that has the potential to impact Account Health (Functioning, Team, Quality, Customer Relations, Growth) and the issues are then assigned to an expert from the leadership team, who is best equipped to help them or their team to tackle it. The core leadership team looks at these issues every Monday to close them out in a timely manner. Apart from fostering a culture of openness, it also increases accessibility to the leadership team and has logged various cases since its inception. Our culture of being transparent and open to feedback across levels has built trust among employees and empowers them to not only express themselves without fear but also reiterate the feeling of being heard and valued.

Ranking #17

About Applauz Inc

www.applauz.me

Our purpose is what drives our culture. Our company mission, simply put, is to “make work a happier place”, so, Applauz exists, in part, to challenge conventional attitudes about work and how a company should engage with its employees. We know we have to set the example – “walk the talk”, in other words. Our mission and culture working synergistically are what provide tremendous value to both our people and our customers. It’s truly a win/win situation.

Our Purpose is deeply integrated into every facet of our organization. Our company decisions are largely based on a simple yet defining question: “How are we making work a happier place?” We strongly hold the belief that employee engagement is the key that unlocks the vault to business success. In the end, we want to be here to set a good example for our employees, our customers, and our community for many years to come. So we live by our company values and validate everything through the optic of making work a happier place for our people and our customers.

Strongest element: Wellbeing

From the submission… Employee well-being is also inexorably linked to employee empowerment. A clear example of how empowerment works in unison with employee well-being is how we allow our people to retain full control over their day. So if they need to attend a morning yoga class, go for an afternoon walk, or simply take the entire day off to re-energize -that’s completely up to them to decide. Offering this level of flexibility and autonomy is integral to promoting employee well-being at Applauz.

We also encourage our employees to engage in healthy lifestyle habits and activities. As a company, we host monthly “wellness challenges.”, where employees choose to partake in activities that promote their well-being and we celebrate those who participate by recognizing their accomplishments and awarding them with company value badges. For example, we’ve done a variety of wellness challenges revolving around fitness, food, mindfulness, encouraging social connections, and other critical factors that promote good health and a positive disposition.

We regularly survey our employee’s well-being at Applauz. We use Applauz Pulse Surveys to help us keep track of employee well-being and any changes over time. Applauz Pulse Surveys has a series of questions that once asked are calculated into an overall “Wellbeing” score (index). We use this well-being report to help us diagnose any issues and adjust. It helps us to ensure that employee well-being continues to be a central focus of our overall people strategies.

Ranking #18

About ISAAC Instruments

www.isaacinstruments.com

Our purpose is to connect people and technology to ensure smooth operations and boost driver happiness. “Keep the wheels turning” is what we call it at ISAAC. Our goal is to simplify trucking.

[…] We envision that ISAAC’s culture and distinctive heartbeat stems from a place of openness, leaving room for creativity, innovation and meaningful connections. A company is built of humans. We try to make human-centered decisions, both for clients and colleagues. It’s about listening and caring about what people care about.  

Strongest element: Culture & Purpose

From the submission… We provide meaning. We have a clear vision of how we want to elevate technology in the trucking industry to empower carriers. Our mission statement is clear and shared during internal meetings and annual seasonal gatherings. IT is also the case for ISAAC core values, the intention of which as well as behaviors encouraged to support have been defined and are being promoted even further through a communication campaign and a painted mural production. Corporate objectives, strategies, tactics are also presented and discussed with leaders during quarterly Leading Forward meetings. And they are presented to all colleagues during bi-quarterly company-wide Townhall meetings, with monthly feedback provided by key objectives stakeholders.

We create goals. Collaborators participate in identifying goals and tactics aligned with the company’s annual objectives. These are consolidated, shared and updated through a company-wide platform as well as internal meetings. We further provide quarterly appreciation meet-ups where collaborators and leaders discuss openly the work that has been done and what’s ahead in alignment with goals percolating down to individual objectives. […]

Ranking #19

About Lexum

www.lexum.com

Lexum is a software company that designs and operates online legal information delivery products. We specialize in the management and the publishing of legal information over the Internet.

The company is known for its impact on the Canadian legal sector, where it began operating in 1993 by collaborating with the Supreme Court of Canada to publish the Court’s decisions on the Internet. We created the very first legal website in Canada and the world’s first bilingual legal website. Since then, Lexum has had the opportunity to provide a wide range of products and services for many North American legal institutions.

[…] Our employees are highly motivated by the objective of remodeling the legal publishing industry for the greater good and feel responsible for the long-term sustainability of the new business model Lexum is promoting. It translates into extraordinary commitment by senior employees, minimal absenteeism and overall staff turnover, and a great sense of empowerment from every team member.

Strongest element: Communication

From the submission…Lexum has a very flat hierarchical structure and most operational decisions are taken within the production teams. Team members meet at least once a week to exchange about ongoing projects and strategy among themselves. Team leaders are responsible for sharing most of the management communications and transmitting back feedback and new ideas. Managers being very “hands-on,” are often invited to join these meetings when hot topics are being discussed. Larger company-wide meetings are also organized, approximately once per month. These meetings usually feature a presentation of a recent accomplishment by one of the teams, followed by direct interactions with the management team.

Ranking #20

About Maple

www.getmaple.ca

Established in Ontario, Canada, Maple was built with Canadian doctors nearly eight years ago to address Canada’s most significant healthcare system challenge — accessibility. Nearly six million Canadians do not have a family doctor and our wait times are the longest in the developed world, ranging from days and weeks to months to address basic healthcare needs.

Maple is a purpose-driven organization, existing to support the health and well-being of individuals and to strengthen our healthcare system. Today, we work hard to deliver high-quality healthcare experiences to patients — each and every single day. With nearly 4 million Canadians accessing Maple and a growing network of 2,000+ healthcare providers, we are one of Canada’s fastest-growing virtual care companies.

Our purpose is the nucleus of our company’s DNA, and it is intertwined with everything we do. The sentiments of our values — passion, humility, unity, creativity — wrap around our purpose to bring it to life by guiding our behaviors and serving as cultural cornerstones.

Strongest element: Communication

From the submission… Leading with transparency, openness, and support is a guiding principle for all Maplers, and particularly those in people management roles. We promote a culture of radical candor (as per Kim Scott’s “Radical Candor”) and continuous improvement. This is why we take the time to continually ask for feedback, acknowledge it, and act on it.

We communicate with our people in many ways. For example, we host a monthly all-hands company-wide meeting to discuss key business updates, accomplishments and challenges, to recognize and appreciate each other, and to answer employee questions. We also hold bi-annual Town Halls to engage with employees company-wide for longer durations. At the functional level, departments are encouraged to bring teams together in monthly and quarterly offsite meetings, to discuss strategic updates and direction. We often rely on anonymous employee surveys to gather specific feedback on company meetings and events, and we use this information to make regular improvements.

[…] Through regular surveys and working groups, Maplers have shaped the direction of many of our HR initiatives, such as our compensation philosophy and performance management process. For example, prior to our 2021 employee survey on performance management process, 78% of employees rated their satisfaction as a 4 or 5 out of 5 with the overall process; after gathering feedback and implementing enhancements the following year, satisfaction rates increased to 88.4%.

Ranking #20

About Clairity, Inc.

www.clairity.com

Clairity believes that everyone deserves to understand their health risks, regardless of race, ethnicity or gender. By using artificial intelligence to unlock new insights into which individuals are at the highest risk for developing cancer, Clairity can enable clinicians to personalize care plans, empower patients, better focus healthcare spend, and deliver on the promise of precision medicine.

Clairity’s rigorous, evidence-based approach to AI solution development is grounded in breakthrough population health and radiomics research conducted by world renowned breast cancer expert Dr. Connie Lehman of MassGeneral Brigham. After decades of research dedicated to improving the way all women are screened for breast cancer, Dr. Lehman partnered with the healthcare technology business experts at Santé Ventures and international founding data partners Radiological Institute in Germany, Barretos Cancer Hospital in Brazil, and RIA Invision Sally Jobe in the United States.

Strongest element: Culture & Purpose

From the submission… All Clairity team members are passionate about our mission to transform healthcare and save lives through the early detection of cancer, and that shared purpose built the foundation for our culture. Our mission, vision and values are a part of who we are as a company and as individuals. They are incorporated into our annual KPIs, our product roadmap, our partnership decisions, our hiring and internal review practices, and even our everyday interactions and meeting structure.

– Courage to do the right thing, challenge the status quo, hold one another accountable, and stand up for the communities we serve

– Commitment to excellence and perseverance in the face of adversity

– Compassion, humility, and respect for our diverse patients, partners, and colleagues

– Camaraderie and connection as we work together with joy, not drama

Transparency, trust and flexibility are also key components of our culture, fueling our ability to move rapidly as an organization and stay nimble. We work to maintain a careful balance

between autonomy and collaboration so every member of the team feels both empowered and supported when making decisions.

Ranking #21

About Verizon

www.verizon.com

Verizon is moving the world forward; transforming how people, businesses and technologies interact and driving the information revolution. Our work allows millions of people to stay connected in every aspect of their life – at home, at work and on-the-go.

Everything we do is built on the strong foundation of our Credo’s corporate values: integrity, respect, performance excellence, accountability and social responsibility. These values not only inspire us to deliver the network America relies on with the customer top-of-mind, but also creates an environment where we inspire every V Teamer to accelerate their career growth and ability to lead.

Strongest element: Leadership

From the submission… Every leader at Verizon makes decisions that begin and end with our customers, creates and drives change, delivers results, drives teamwork, aligns on direction, nurtures the development of one another, fosters inclusion, leads by example and takes responsibility. Verizon’s leadership team takes an authentic approach to company culture and inspires all V Teamers to succeed.

Leading by Example

Krista Borne, the COO of Verizon Consumer Group, started her career at Verizon working in the mailroom. Every day, she read letters from customers who needed problems solved and it piqued her curiosity to help solve these issues. Her desire to make customers happy, drove her career from the mailroom to customer service, retail and regional roles and eventually as the company’s first black female COO for Verizon Consumer Group. Under her leadership Krista’s team serves more than 100M customers. She is just one of many Verizon employees who have charted their own course and built a successful career at Verizon by being laser focused on putting the customer first.

Creating and Driving Change

Hans Vestberg is Verizon’s chairman and CEO. Citizen Verizon–Verizon’s corporate social responsibility initiative aiming to build a better future for all–was launched under his leadership. Citizen Verizon not only helps prepare workers for tomorrow’s roles, gives educators tools to inspire and helps small businesses move forward–its vision is to create a world where everyone thrives through volunteerism and workforce development. 

Ranking #22

About Acceleration Partners

www.accelerationpartners.com

Acceleration Partners (AP) is the global leader in partnership marketing. We offer performance and influencer partnership marketing services to help brands boost revenue, grow their reach in current markets, and break into new ones.

At AP, our focus is on developing and growing partnerships that drive exceptional outcomes for our clients. We enable brands to build meaningful connections with their target audiences in order to drive business growth via a combination of nontraditional and traditional partnerships.

Strongest element: Experience

From the submission… While the above-mentioned company calls successfully ensure AP employees feel looped into business decisions and events. Our expanded DEI initiatives ensure all staff are given a safe space to express themselves and have their needs heard and met based on their cultural backgrounds. AP goes the extra mile to ensure the entire staff feels a sense of belonging within the company culture and experience.

[…] AP hosts an annual in-person all-company team building known as AP Summit. This past year 300+ employees from 23+ countries gathered to connect, celebrate and inspire one another. This unique camp experience amplified our culture of meaningful partnership, positive challenge and purposeful change. In a fully remote work environment, AP Summit is a time for all AP employees to spend time together in person, relax, and celebrate team successes.

AP’s Talent and Culture team organizes a semi-annual Wellness challenge, which invites all employees to participate in fun and friendly competition relating to completing personal wellness activities. In addition to motivating employees to take care of their own personal wellness in ways such as exercise, journalling, or meditation, these challenges are also team events where AP Staff publicly share their progress, cheer one another on, and engage on a social level throughout the workweek. At the end of the challenge, awards are given out to participants that recognize not only wellness challenge related achievements, but also award based on teamwork, and participation in the social aspects of the wellness challenge. These awards are announced on an all-company call, creating a feeling of recognition and belonging for all those involved.

Ranking #23

About Breaktime Media

www.breaktimemedia.com

At Breaktime Media, our purpose is to reimagine the way people engage with brands by architecting interactive content solutions that inspire action. We aspire to be the best at engaging, inspiring, and converting consumers for our clients through customized, personalized content that can live anywhere. Our purpose guides us when making decisions for the company.

To help us stay focused on our purpose, we’ve recently implemented the entrepreneurial operating system (EOS) for businesses. Part of this system is establishing core values for the company. To develop our core values, we surveyed the entire team to get input on 3-5 values that define our culture. We use these values to maintain the culture we’ve created by helping us evaluate candidates during interviews and current employees during reviews.

Strongest element: Experience

From the submission… Every single person on our team has a voice, and we want to make sure we are providing people ways to amplify their voices and feel empowered every day.

We operate as a completely remote organization allowing our team to work from anywhere and everywhere. Our remote working capabilities also allow us to hire from anywhere. […]

In addition to flexible work locations, we offer flexible working hours. Everyone can work with their manager to set up a unique working schedule that fits their needs. Because we have people all over the country, and even outside of the United States, our flexible work arrangements allow our employees to work on a reasonable schedule in their time zone that fits their individual and family needs rather than being tied to working on eastern time.

Another way we empower our employees to be autonomous is by letting employees manage their tasks, projects, and processes. Each employee is responsible for setting their own deadlines, creating and evaluating the processes they use to complete their work, and collaborating on their professional development plan and annual goals. We encourage employees to make decisions and come up with solutions. Managers are there to support our employees every step of the way, but we also want our employees to understand it’s okay to make decisions on their own. We also encourage them to experiment, and make mistakes. By giving employees the freedom to work autonomously, we enable our team to find their own path to success, build confidence, and grow their creative and critical thinking skills.

Ranking #24

About Arity

www.arity.com

At Arity, we collect and analyze trillions of miles of driving data to create an understanding of how people move. By analyzing this data, we are able to create better experiences on and off the road for drivers, communities and businesses. We believe the future of mobility is about more than just how we get from point A to B—it’s about what moves us forward. And at Arity, it is our people that move us forward. Our global team brings their intelligence, experience, and unique perspectives to work each and every day. The result? An award-winning culture of collaboration and creativity.

Our employees strive to put customers first, work together as one team, take ownership to achieve results and drive continuous improvement. We are inclusive in how we do our work, so that we can be expansive in our success. Employees at Arity do more than just analyze data – the work they do, day-in and day-out, creates a better world. We focus on what matters so that we can make a difference for our customers and our communities.

Strongest element: Experience

From the submission…We value our employees and know that without them, along with their passions and talents, we would not be able to deliver on our mission to make transportation smarter, safer, and more useful. It is important for us to provide employees with not only the tools they need to do their job successfully, but the space to explore and create – so they can help us make the future a better place.

We strive to make employees feel that they belong here at Arity prior to their first day. We send welcome emails and set them up with an Arity Ambassador who will reach out and help them with any questions they have throughout the onboarding process. We send Welcome Kits to all employees with Arity branded items and a note from Gary that welcomes them to the team and starts to introduce how important they will be in helping us reach our goals. The People and Culture teams host monthly sessions with new hires called Getting Connected at Arity. During this session, we outline all the opportunities for employees to get involved and let their passions shine through at our company. We also host various monthly sessions like our virtual happy hours and our #WeAreArity meetings where employees have time to connect with others and really feel part of a community.

Last year, our Culture Team started meeting with employees individually – meeting with every single employee at the company within the calendar year. This 1×1 connection has helped us better understand who our employees are as individuals, as human beings, and how that shows up in their work. By meeting with people in this way, we can better connect them to others around the organization and get them involved in our programs to create a stronger Arity community. We can also identify gaps in the employee experience that we can work to continually improve.

Ranking #25

About ORTEC Int. USA, Inc.

www.ortec.com

At ORTEC we leverage our passion for mathematics to help organizations make better business decisions. Founded in 1981, our purpose has been to improve the world through the power of advanced analytics.

Presently, we are the world’s leading supplier of mathematical optimization software and advanced analytics. We employ over 1,000 employees with offices in 13 countries around the globe, including the United States. ORTEC USA, comprised of our Atlanta and Houston offices, consists of approximately 100 employees. With our software and consulting solutions, we support the logistics processes of over 2,000 customers worldwide and help to reduce CO2 emissions daily.

Strongest element: Leadership

From the submission… We asked a variety of employees from different departments and office locations about how they felt about working at ORTEC. We compiled their responses in a video titled “Working at ORTEC,” which you can find on the company’s YouTube page. One such response was from Team Operations Leader Henrique Castelo Branco who said “ORTEC is really a company that values what’s important to you. There’s always a way that they try to accommodate whatever you’re going through at that point in time. It really is a group of people who really like each other.” That sentiment reigns true through the video, as many of the interviewees stated that they love and value the work they do, but they also love the people they work with.

[…] In order to ensure the growth and development of our leaders, continuous attention is devoted to their success. Each year we select a diverse group of executive and senior employees to be involved in an 11 day Leadership Development Program. The program includes 4 modules: (1) Authentic leadership, (2) Change leadership, (3) Operational leadership, and (4) Strategic leadership. The training includes personal assessments, external speakers, and various workshops. ORTEC purposefully invests in our leaders because we know they can be a catalyst for strategic initiatives going forward.

Strongest element: Communication

From the submission…“ORTEC has an open-door culture where listening to our employees is valued, encouraged, and practiced,” CEO Jeff Bailey said when asked about the leadership at ORTEC. Employees are seen as the lifeblood of what we do and who we are which ensures ORTEC flourishes every day. Just as important as listening to our employees is learning from them – and learning how to be a better leader to them as well. By learning from employees and acting on their suggestions and valuing their unique experience and ideas, we have created a better sense of community and trust.”

Ranking #25

About Ocean State Job Lot

www.oceanstatejoblot.com

In 2022, we undertook an ambitious project to redefine our Mission, Vision and Values. Our new Mission is: To provide exceptional value to our customers, while championing positive change in our communities, inspiring a more responsible model for business.

We “provide exceptional value to our customers” through our focus on expanding our wholesale and closeout buying relationships, ensuring a consistent flow of incredible deals we pass on to our customers. In parallel, we are refining our strategy around “Crazy Deals,” a novel discount mechanism providing our customers with gift cards of equivalent value to specific items they purchase both in-store and online. We’re also adding more exclusive benefits to our Insiders loyalty program, to give back to our most engaged customers. In a recent poll of 1,000+ Insiders, we achieved an NPS score of 76, a testament to our relentless focus on customer experience.

Strongest element: Culture & Purpose

From the submission…We “champion positive change in our communities” through the work of our Charitable Foundation. While our Foundation supports many local, regional and global causes, here are a few outcomes we’re proud of:

-100 million meals donated to local food pantries and churches, and regional food banks

-250,000 winter coats donated to veterans since 2016

-350 different animal welfare organizations have benefitted from donations

-$15 million in PPE to schools, hospitals, healthcare facilities, and first responders during the COVID-19 crisis

-$2 million in humanitarian aid to Ukraine, including 10 state-of-the-art water filtration systems donated to hospitals

-Clothing and PPE sent to victims of natural disasters in Florida, Kentucky, Louisiana, Haiti, and now Turkey and Syria.

Strongest element: Experience

From the submission…With the implementation of OSJL’s new human capital management system (HCM), branded as WorkLife, leaders and associates are empowered to make and execute decisions that provide balance in their lives. Some features that will improve the work-life of our associates include schedule autonomy, increased visibility to benefit offerings, and reduced paperwork. We are adopting multiple modules that will improve experience in learning, listening, compensation, and much more as we plan for 2024.

Ranking #26

About iQmetrix Software Development Corp

www.iqmetrix.com

iQmetrix’s purpose is simple: Create Great Experiences. This means great experiences for our employees, our integrated technology partners, our telecom clients, and their retail customers—our aim is to create an uplifting experience for everyone, every day.

iQmetrix is part of Chrysalis, an ecosystem of technology companies operating in the SaaS space, which has a complementary mission: Create Technology that Elevates the Human Experience. This is part of the overall Chrysalis vision: The Art of Being Human—creating a world in which people bring their whole selves to whatever they do and engage creatively and constructively to the benefit of all.

Strongest element: Culture & Purpose

From the submission… As a Chrysalis company, iQmetrix is working towards becoming a fully self-managed organization, in which team members proactively organize themselves around the work and support each other in achieving their goals. Working under a series of principles that include autonomy, agency, and ownership allows our people to decide how best to fulfill their roles and bring their authentic selves to work every day.

This creates a culture of honesty and psychological safety. With a flat management structure rather than a hierarchy of bosses, each contributor is seen as the expert in their field and is bolstered by the trust and support they receive from their colleagues and team leads. Instead of operating from the top down, team leads—and indeed, the entire Chrysalis ecosystem of shared resources—serve as a support from beneath, from which employees, projects, teams, and even entire companies can grow and flourish. This ties back to one of iQmetrix’s six core values: servant leadership.

The result is that people both bring all their energy to their work and receive energy from the environment they are working in. In doing so, we unleash the full extent of our human potential. To ensure that this is truly the case, we undertake monthly employee surveys to measure attachment to our company purpose, brand story, values, and overall employee satisfaction and engagement. That data is assessed monthly to gain insights for action.

Strongest element: Communication

From the submission… Weekly Wrap Meeting: Over the past 18 months, iQmetrix has started a weekly, 20-minute, all-staff “Wrap-Up” meeting every Friday morning. This is hosted by a different iQmetrix employee volunteer each week, which helps all staff get to know each other no matter where they are based. The meeting follows a set format of checking in on weekly company metrics and goals to keep staff informed as to our week-to-week progress, with guest internal speakers on each of those areas. It also can include other staff announcements, if necessary, although some of those are reserved for the iQmetrix monthly Town Hall staff meeting, and/or the All-Hands Chrysalis quarterly staff meeting.

Ranking #26

About Avail Car Sharing

www.availcarsharing.com

Simply put, Avail Car Sharing is a better way to rent a car. We provide accessible cars for our customers’ adventures, whether they’re running a few errands or or embarking on a weekend getaway. Avail enables digital, self-service pick up and drop off at our urban car sharing locations near where our customers live, work, and travel. We want to make it easy for people to be spontaneous or plan ahead; customers can grab a car without waiting in line, signing paperwork, or interacting with strangers. We believe that adventures add to the richness of life, and enabling our customers to experience what inspires them keeps us inspired.

Strongest element: Inclusion

From the submission…Our Inclusive Diversity efforts are led by Avail Car Sharing’s Belong Crew. Belong is a group of ~15 cross-functional Avail employee volunteers who are passionate about building and maintaining an inclusive, enriching culture. The group designs and executes ongoing programming to 1) help employees feel comfortable bringing their whole/authentic selves to work, 2) educate Availers on one another’s experiences, and 3) celebrate what makes each Availer unique. Our desired business outcomes are improved employee engagement and an increasingly diverse employee base, but what inspires us is boosting Availers’ happiness by enabling them to work in an inclusive, welcoming environment. Here are several examples of Belong’s inclusive diversity offerings:

Belong facilitates programming during key celebration history/heritage months throughout the year. They lead educational trivia games, gather and share Availer unique experiences through employee spotlights, and celebrate the historical impact of each group. They also actively promote Allstate’s related offerings.

The crew hosts quarterly Ask Me Anything sessions and ally “coffee chats” to educate Availers and help underrepresented groups feel seen and heard. For example, Avail hosted a transgender AMA session with two trans employees several months ago, and employees gather for monthly LGBTQIA+ and allies virtual coffee catch ups.

Ranking #27

About Standing Partnership

www.standingpartnership.com

Founded in 1991, Standing Partnership (“Standing”) is a certified women-owned B2B marketing consultancy serving clients in complex, highly regulated industries including technology, manufacturing, agriculture and professional services. Standing helps organizations grow by acquiring new customers, retaining existing customers and removing barriers to growth. Standing accelerates growth through strategic planning, go-to-market strategy, marketing and sales alignment, content development, vertical marketing, sales enablement and digital marketing. We also help clients connect with their stakeholders and achieve freedom to operate by providing issues and crisis management, stakeholder engagement and ESG strategy consulting.

Strongest element: Wellbeing

From the submission… As a women-owned business, work-life integration has always been core to how we operate. Standing supplements its generous PTO policy with additional time gifts. For example, the firm closes during the first week of January and adds two additional days off to the July 4th holiday to give the team time to recharge. A unique benefit for a company of our size is the Sabbatical program, which gives a month off to employees with a five-year tenure to travel, learn, and recharge. In addition, Standing offers Flex Fridays, which allow employees to work extra time during the work week in order to end the workday at noon on Fridays.

Standing covers pregnancies through short-term disability and financially covers paternity and adoption leave. Over the past five years, Standing has accommodated nine parental leaves, allowing new parents to completely disconnect to focus on their growing families.

In addition to a competitive base salary, Standing offers quarterly bonuses and an annual incentive comp program. This includes a 401K match of up to 4% and discretionary profit-sharing. Three years ago, the leadership team decided to change the disbursement of the bonuses to provide more immediate recognition: rather than wait until the end of the year, team members receive bonus payouts every quarter, when specific financial goals are achieved.

Ranking #28

About Skai

www.skai.io

Since co-founding the company in 2006, Skai’s CEO and the executive leadership team have built a successful, global business. Skai’s four core values of humility, innovation, passion, and integrity guide everything we do, from the top down.

Humility guides us through the ever-changing industry. We are hungry to learn more, actively seek feedback, and always ask “what else?” and “what’s next? Innovation motivates us not to simply follow the pack. We lead, bringing first-to-market, category-disrupting innovation within the digital media industry. We are passionate about improving marketers’ lives. Countless awards and recognition back this up as we educate the market with thought leadership. With integrity, we are unbiased and independent, and only work with channels committed to preserving privacy.

Strongest element: Inclusion

From the submission…Our Global DE&I Framework, as defined by our internal DE&I Council of passionate volunteers, focuses our ongoing company-wide efforts around four pillars with both global and region-specific objectives.

EFFORTS

– We partner with women-owned and minority-owned consulting firms to support our DEI initiatives and recruiting.

– Diversity Recruitment Training and Unconscious Bias Training are developed and co-facilitated by a woman/minority-owned consulting firm.

– Harassment Prevention Training now places an even heavier emphasis on diversity, equity, and inclusion.

– A refined hiring process ensures an even stronger pipeline of diverse talent.

– In its second year, the Skai™ Summer Internship Program focuses on attracting underserved, diverse talent and provides students interested in working in tech with real-world experience.

– A redesigned approach to internal company celebrations and external volunteering fosters a more inclusive workplace and ensures our ongoing positive impact externally.

Ranking #29

About Kroger

www.kroger.com

At Kroger, Our Purpose is to Feed the Human Spirit™. We do that through Our Promise to be friendly and caring, provide everything fresh, to uplift every way, and improve every day. We are, across our Family of Companies, nearly half a million associates who serve more than 11 million customers daily through a seamless digital shopping experience and retail food stores under a variety of banner names, serving America through food inspiration and uplift, and creating Zero Hunger Zero Waste communities by 2025.

Since 1883, Kroger has taken pride in bringing together diverse teams with a passion for food and people. Today, Kroger strives to reflect the communities we serve and to foster a culture that empowers everyone to be their truest self. We are committed to rallying our people, passion, scale and resources to transform our culture and aim to inspire collaboration as we stand together for our purpose.

Strongest element: Communication

From the submission…In 2021, Kroger launched Fresh Start with Axonify, a new personalized training program to support greater associate engagement and retention. Through the Fresh Start with Axonify app, frontline associates can access their personalized training quickly and easily. With continual learning performed in less than five minutes per shift, each associate’s training experience is tailored to their individual needs and knowledge gaps via the app using gamification.

The cornerstone of Kroger’s listening strategy is the annual Associate Insight Survey, which allows associates to provide valuable feedback on their work environment and the organization. That feedback is then used to establish action plans at the team and organization level that create meaningful change for our associates.

Kroger is committed to the continued engagement of external stakeholders to seek perspectives and co-create more just and equitable communities. Since the development of the Framework for Action, company leaders have engaged in dozens of one-to-one conversations with local and national community influencers as well as organizations, policymakers, trade associations, small business owners and chambers of commerce, seeking insights and guidance to transform Kroger’s culture and the communities it serves.

Ranking #30

About ActBlue

www.secure.actblue.com

We envision a democracy where everyone looking to make progressive people-powered change can easily and effectively deploy their resources, energy, and creativity to shape our country and future. ActBlue builds tech and infrastructure for Democratic campaigns, progressive-aligned causes, and people trying to make an impact in order to fuel long-term, people-powered change.

We put power in the hands of small-dollar donors and make giving online as easy as possible. Just like ActBlue gives a voice to donors to participate in democracy, no matter their contribution size), we foster a culture of inclusivity at ActBlue. All employees have a place and a voice in our organization.

Strongest element: Leadership

From the submission… We encourage all employees to achieve success through professional development and growth. All employees receive $2,500 annually to spend on professional development. Our employees also receive continuous support from the People and Culture team. Our most senior level leaders (Director and above) receive additional, hands-on onboarding to reinforce strong people leadership practices. The People and Culture team offers recurring training and office hours, specific to both managers and employees, throughout the year on topics ranging from goal-setting to ongoing feedback.

In 2022 we ran multiple cohorts of managers through The Management Center training, reinforcing best practices on day-to-day management, DEI, feedback, recruiting, and performance management.

In our 2022 engagement survey, more than 80% of employees reported that their manager gave useful feedback on their performance; was a great role model for employees, and kept them informed. Nearly 75% of employees report that their manager takes an interest in their career aspirations.

Ranking #31

About Too Good To Go Canada

www.toogoodtogo.com

Too Good To Go was created to reduce food waste. According to a study conducted by WWF and Tesco, nearly 40% of all food produced is wasted. Not only does the production, preservation, and transportation of food consume energy and resources such as land and water, the decomposition of food emits carbons that exceed those from the culprits we hear so often, such as travelling by car. With global warming, malnutrition and food insecurity impacting communities all around the world, Too Good To Go Canada gives Canadians the opportunity to make a difference in reducing food waste while also reducing their carbon impact. We provide Canadian restaurants, cafes, and grocery stores with an easy solution to both reduce their food waste and recoup some money from food that would have otherwise been thrown out. For our consumers, we provide access to quality food from our partners at a third of the original cost allowing them to save money in addition to helping the planet.

Strongest element: Culture & Purpose

From the submission…We have been in Canada for almost two years and in that time, we have helped Canadian consumers save over 1.2 million meals. At the time of this entry, we’re averaging about 5,000 meals saved by our app users every week across cities like Toronto, Montreal, and Vancouver. What does that mean in terms of carbon emissions? On average, we estimate that 1 Surprise Bag contains about 1 kilogram of food, which saves 2.5 kilograms of carbon emissions. Every week, our users save 5,000 bags, which translates to about 14 tons of carbon emissions being saved!

Our mission feeds into our culture in a variety of ways. First and foremost, it allows us to attract applicants who are passionate about reducing negative impacts on the environment, fighting food insecurity, and reducing food waste. This passion can be seen in everything from our in-house food composter to our work travel policy that promotes travelling with the smallest carbon impact. Secondly, we have Shareback days, which is a day where our teams across Canada get together and volunteer at a local organization related to local and sustainable food production or one that fights food insecurity. We also have charity partners like the Daily Bread Food Bank that we donate to regularly on behalf of our employees when they win competitions and events. This purpose creates a culture where employees are driven by meaningful work, positive change, and being part of the solution.

Ranking #32

About Thomas Thor US LLC

www.thomas-thor.com

Thomas Thor provides recruitment, leadership search and workforce consulting services to the global nuclear Industry and organizations shaping a Net-Zero future. Founded in 2009 on a belief in a clean energy future and in the power of human ingenuity to create a better world, the company vision is to enable the acceleration of Net-Zero through the mobilization of knowledge and talent. Every day the company’s global network of consultants strives to build and sustain the global workforce of critical sectors, with a focus on the full breadth of the nuclear industry. We live our company values everyday by serving our purpose which fosters Collaboration, Credibility, Excellence, and Inclusion & Diversity.

Strongest element: Inclusion

From the submission… At Thomas Thor one of our main goals is for employees to feel a sense of belonging or inclusivity. Inclusive environments make people feel respected and valued for who they are as individuals and as a group. When people feel a level of supportiveness and commitment from others, they will continue to try to achieve more and do their best work. The commitment that Thomas Thor has for inclusion starts with Making EDI a priority. Diversity & Inclusion are core values of Thomas Thor. We lead by example–our global team of around 100 staff is gender balanced and diverse in terms of ethnicity, age, background and experience. We host EDI webinars (e.g. “Inclusive onboarding in times of COVID”). The EDI training is a core part of our induction program for all employees. The Thomas Thor Academy program includes EDI modules. As part of the leadership development program, leaders of teams within our business have attended a course called “Design for Inclusion”–which is about building inclusive and diverse teams. 

We also hold ourselves accountable by commissioned external HR audits with a focus on EDI and EDI reporting (e.g. pay gap reporting in 2022). The measures of success include: low staff turnover, low sickness and a positive and collaborative company culture. Our CEO was the co-founder of the nonprofit initiative ‘Inclusion and Diversity in Nuclear’ www.idnuclear.com and Thomas Thor has provided funding to the initiative since its launch in 2019. In December 2021, after a 3-year incubation period IDN became a standalone independent non-profit organization and Thomas Thor transitioned to become an industry partner. 

Ranking #33

About Moniker Partners

www.monikerpartners.com

Moniker’s mission is to create and operate unforgettable bucket-list-worthy experiences for companies around the world in a fun, transparent and collaborative way. Being a people-first and culture-focused organization, we help companies connect, learn and celebrate their wins together while seeing what this beautiful world has to offer. It’s only fitting that this feeds into our company culture too.

Strongest element: Wellbeing

From the submission… Moniker’s biggest guiding principle is “People over Profits.” Our leadership team is always investing in our people. Personal support facilities like subsidized therapy, flex hours, generous benefits and a $2,000 annual work-from-anywhere subsidy are available to all employees – all of which have proven to increase our team’s quality of work-life balance and morale. In treating our people well by investing in both their personal and professional success, Moniker has seen zero voluntary turnover in almost a decade.

Moniker’s emphasis on personal wellness doesn’t stop at the programs we put together for other companies. We place a huge importance on personal R&R from the day an employee joins the team. Every employee at Moniker begins with a minimum of four weeks vacation per year and is given 60,000 Aeroplan points to put toward travel. We also prioritize R&R as a team, taking opportunities to travel together for two annual week-long team retreats to strengthen our bond, get the creative juices flowing and most importantly, relax.

We kicked 2023 off as a team with Monikon, our annual internal retreat where we bring the entire team together in a unique destination to ring in the new year, and take a moment to look back and celebrate the achievements of the previous one. This year, we flew the team to St. Martin where we hosted a series of workshops, along with a day at sea on a catamaran, and a team-building Olympics day. The team was able to enjoy the perfect balance of work and much-needed play – something we encourage everyone at Moniker to live by.

Ranking #34

About Royal Ambulance

www.royalambulance.com

Royal Ambulance is all about developing the next generation of healthcare leaders.

As an ambulance company, you might think: “Shouldn’t you be focused on your patients?” but with nearly 20 years of experience, we’ve come to understand that our number one customer is actually our team. If you ask us, supporting our team means fostering a culture and experience that serves them.

Strongest element: Leadership

From the submission… Inspiration from Leadership starts on day one at Royal and is cultivated across departments in unique ways. We call our onboarding experience New Hire Academy (NHA). It’s a one-week immersive in person experience acquainting new team members to Royal’s culture and processes. During NHA new team members meet Steve, our CEO, learn about his experience growing Royal and understand the “why” that compels us to do what we’re doing.

Steve introduces topics that you might expect, service to our community, exceptional patient care and so on. But he also takes time to explain Talent Development programs, cementing the idea that Royal’s leadership team serves team members as their number one priority.

[…] In 2022 Royal’s leadership team created a first of its kind team member growth program that identifies their career aspirations on day 1, tailoring on the job experience at Royal to gain the knowledge, experience, and relationships required to be successful in their next role. We call it the Career Bridge Program. To date, we’ve partnered with Stanford Healthcare, The Oakland Fire Department, and Berkeley Fire Department to prepare team members for careers in future roles at each agency.

Ranking #35

About Hotspex

www.hotspex.com

At Hotspex, aligning our values keeps us focused on what we’re experts at: building brands. Whenever we face a challenge, our corporate values serve as our north star: We Give A Sh!t; Got Your Back; Inclusive; We’ve Got Guts. This is what drives us, and we continue to hold tight to our values whatever the situation might be, whether it’s planning an event or determining the right skills for a job, we keep our values at the heart of every decision.

For us, it’s not just about building brands; it’s about transforming lives for generations to come. This fuels our culture strategy as we want to make a positive impact on the people we come across, such as our community, employees, suppliers, and clients. For example, sometimes giving a sh!t can look like going above and beyond for your community such as when some of our team woke up with the sun each morning in support of the CAMH Sunrise Challenge which was a cause to raise awareness and money for mental health research and treatment on behalf of CAMH.

Strongest element: Culture & Purpose

From the submission… In 2022, we continued to embrace the hybrid work environment and introduced weekly in-office days, giving employees the opportunity to work in person. We felt this was important as we all agreed that the in-person component allows for more effective collaboration amongst the team. We showed our staff we 100% have their back by providing accommodation for those who don’t live in the nearby cities and have to fly in. Despite the economic downturn in 2022, we didn’t let that affect how we worked, we showed we have guts by continuing to believe and invest in our excellent team with no layoffs. So far, we’ve hired over 40 people working remotely and hybrid in places like Dubai and Vancouver.

Strongest element: Wellbeing

From the submission… Physical Health: Our team remains committed to ensuring the physical health of everyone in the organization. In 2022, we made a conscious effort to participate in more physical activities. We participated in various team-building activities such as Rock Climbing, Tough Mudder, and Escape Rooms. Each of these activities tested our strength and resilience as a group and not only did it have a great impact on our physical health, but it also served as a great team-building exercise where we could all work together to achieve a common goal. We also swam and camped together in Boulderz and hosted two ski-a-thons. Additionally, Hotspexers honored the coldest night of the year by walking together with thousands of Canadians across the country and we raised almost $4000 to serve people and families experiencing homelessness, hurt, and hunger in our community.

Ranking #36

About US Patent Trademark Office

www.uspto.gov

The United States Patent and Trademark Office (USPTO) is the federal agency that grants patents, registers trademarks, and advises the President of the United States, the Secretary of Commerce, and U.S. government agencies on intellectual property (IP) policy, protection, and enforcement. As the mechanism that protects new ideas and investments in innovation and creativity, we’re at the cutting edge of the nation’s technological progress and achievement.

Our mission is to ensure that the IP system contributes to a strong global economy, encourages investment in innovation, and fosters the entrepreneurial spirit in the U.S. Along with granting and registering IP protections, we provide inventors, entrepreneurs, and small businesses with free resources on how to protect and commercialize their IP.

Strongest element: Experience

From the submission… Engagement opportunities: In April 2020, we launched, “Engagement in the Time of Telework” in collaboration with our voluntary employee organization leaders. As a result of this initiative, employees can participate in a wide-variety of activities without having to join any specific group. Events include: book club meetings, diversity film festival discussions, after-hours online gaming, kids’ story time, midafternoon coffee chats, art galleries, and more to continue building camaraderie and community.

Communication channels open to everyone: Events and activities across the agency, including informative articles on agency news, heritage months, and other special announcements, are posted weekly on our redesigned intranet homepage. Any employee may request a posting, and all are empowered to provide feedback on the intranet through online forms and email communication.

Emphasis on diversity: In addition to content shared agency-wide about different cultures and heritages, we hold virtual or hybrid events open to all employees for every major federally recognized observance month.

Ranking #37

About Plum

www.plum.io

Revolutionary talent assessment provider Plum knows that when people flourish, businesses thrive. Plum’s purpose is to increase the quality of hire by matching people to roles based on their potential – and the company takes this to heart.

Setting an innovative agenda to improve talent operations’ effectiveness and efficiency, Plum is committed to creating a more inclusive world that removes barriers, challenges biases, and drives purpose-driven leadership. Plum believes there is ample opportunity for organizations to use technology to reduce bias in talent decisions by revealing candidates’ and employees’ human potential to set them up for success. Moreover, Plum facilitates partnerships that bridge pervasive gaps and drive inclusivity for all.

Strongest element: Wellbeing

From the submission…The best way to support individuals’ wellbeing is through conscious leadership, which begins before Day One. Before an employee’s start date, they receive a “What to Expect Your First Week” resource that includes a snapshot of the employee’s calendar, including lunch breaks, so they can prepare and organize their days accordingly and prioritize breaks throughout the day. “Tips for Remote Work” are also included to help new hires prioritize their wellbeing while working remotely. As a virtual company, Plum allows all employees to manage their work-life balance for their unique circumstances. Plum has developed robust Remote Work Practices that set expectations around flexibility and working time.

Plum recognizes that one way of work doesn’t work for all and encourages employees to develop their work-life integration process given their unique circumstances to help them bring their best selves to work. Plum is family, pet, and life-friendly, and employees are encouraged to share fun facts and build connections across teams. Those connections are fostered through various interest groups through Plum’s communication hub, Slack. To help employees genuinely unplug and recharge, Plum offers “Plum Days” to enable employees to take time for themselves for self-care around busy times. Employees also receive unlimited sick and personal days.

Ranking #37

About O’Reilly Media

www.oreilly.com

O’Reilly Media shares the knowledge and teaches the skills that people and businesses need to succeed. Our unique network of experts and innovators share their expertise through O’Reilly’s SaaS-based online training and learning platform—delivering highly topical and comprehensive technology and business learning solutions to millions of users across enterprise, consumer, and university channels.

When individuals, teams, and entire enterprises connect with the world’s leading experts and content providers, anything is possible. Whether you’re working to advance your career, be a better manager, or achieve the next breakthrough in technology or business, learning new skills is at the heart of it all.

Strongest element: Leadership

From the submission… Beyond ping-pong tables, free lunch, or happy hours, O’Reilly has prioritized what employees really want: opportunities for learning, growth, and career mobility. Much like the company’s learning platform does for enterprise customers, O’Reilly has built an internal culture of learning. This approach prioritizes work fulfillment and encourages people to learn new skills and take on meaningful projects. This is achieved through access to our learning platform, weekly check-ins with managers, and regular employee surveys. O’Reilly prides itself on having a highly-accessible executive team and providing regular company updates so everyone is in the know.

This people-first management approach is what sets O’Reilly apart. We provide our team members the opportunity to do meaningful work and make a real business impact. Our learning platform is built on the cutting-edge business and technology knowledge modern workers need to succeed. We arm our employees with that knowledge and encourage them to apply it to their work. We challenge them to push beyond the status quo and make them feel valued for their individual traits, skills, talents, and contributions. That’s how O’Reilly has continued innovating and evolving as a brand for more than 40 years.

Ranking #38

About Milk and Honey PR

www.milkandhoneypr.com

Milk & Honey is a small, energetic PR agency bringing together the power of corporate storytelling with the emotion of consumer campaigns. We are intelligent, committed and passionate communicators and strategists, managing and nurturing reputations for ambitious businesses. At the core of our business are our values of respect, honesty, passion, collaboration, bravery and energy. We work hard to make sure that what we do is right; not just for us, but for the people we work with and the communities around us.

The challenge for any fast-growing company is to feed our purpose into our culture: values can often be the first casualty of a growth strategy. We, however, are determined to nurture the idea that inspired our creation in the first place: an agency where people and purpose are essential to profit.

Strongest element: Leadership

From the submission… Our aim is to create a company built by our people, for our people, and our leadership reinforces this value. To date this has seen Milk & Honey share profits with staff every single year. Once again, however, we always look to be better at what we do. The question we asked ourselves was, “how do we inspire our leadership to lead our people”?

The answer was simple: we have given the business to the people who make it. In August 2021, Hive Group — the holding company for Milk & Honey PR in the UK, US, and Germany — restructured as an Employee Ownership Trust (EOT). With 55 percent of Hive Group shares held by the newly created Trust, employees are now majority shareholders in the business. This entitles our people to actively influence our strategic decision making, as well as continue to share in profits. It’s a move that has made 55% of the Hive co-owners overnight.

We have always ensured that our Board is accessible to everyone who works here but the EOT embeds our people’s engagement across the business. We’ve created a Team Council, made up of a broad cross section of the agency, with the key roles held by a senior client executive and a client manager.

The EOT is simply another step on the journey of walking the walk instead of talking the talk. Our ambition is to pioneer the way, knowing that leadership isn’t about looking back to see who’s following – it’s looking ahead to see where we go next. We’re excited to discover the opportunities to come.

Strongest element: Wellbeing

From the submission… We understand that PR isn’t always 9 – 5 and our people will sometimes work long hours. We capture and measure these events via Clockify ( our enterprise wide time management system) to ensure ‘sometimes’ doesn’t become the norm – mandating that additional hours are recognized with time off in lieu.

Ranking #39

About Zoox

www.zoox.com

At Zoox, our mission is to reinvent transportation – making the future safer, cleaner, and more enjoyable for everyone. Our name, Zoox, derives from Zooxanthellae, small sea creatures that provide a symbiotic and beneficial relationship with coral. We’re transforming mobility-as-a-service by developing a fully-autonomous purpose-built robotaxi fleet designed for A.I. to drive and humans to enjoy.

Our crew – what we say instead of team or employees – bring knowledge from a variety of backgrounds, such as, the traditional automotive industry; across tech, like software, hardware, and design; research and development in academia; and expertise navigating governance, policy, and partnerships, to name a few. We’re creating a space that not only fosters the innovation necessary to bring a fully autonomous vehicle to market, but one that also recognizes and celebrates our crew’s achievements – on individual teams, from executives leaders, and with the company as a whole. Success will not be possible without the diverse group of people who make up the Zoox crew, and we take pride in having built a culture where crew can be their most authentic selves.

Strongest element: Wellbeing

From the submission… We firmly believe that family comes first, and it’s important to support our crew through all their life stages. Flexible working hours as well as unlimited PTO, gives Zoox crew the flexibility they need to support their families however they choose. We provide several benefits for Zoox parents as well as those exploring the many different paths to expanding their families. For new parents, we offer up to 22 weeks of leave, including up to 12 weeks to bond with a newly adopted child. We also offer comprehensive fertility benefits through Progyny, with support for in vitro fertilization (IVF) and egg freezing, and up to $10,000 reimbursed for both surrogacy and adoption services. Additionally, we offer a complimentary membership to Care.com, covering both child and elder care.

Wellbeing isn’t just related to an employee’s physical or mental health, and support for financial wellness is also an important part of our wellbeing program. Zoox Crew have unlimited, confidential access to CFPs for financial planning through the LearnLux platform. Through LearnLux, Crew also have access to additional financial resources including budgeting tools and ongoing education on a variety of topics. Historically, underserved communities did not (and still do not) have access to financial literacy resources or education. The same goes for people who grew up in a foreign country, making the practice of “generational wealth” literally (and figuratively) a foreign concept for these groups. By adding in LearnLux, we have achieved a step closer to creating an equitable benefits package for our Crew.

Ranking #40

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: Inclusion

From the submission… A critical component of our connection to each other and our communities are the Employee Resource Groups (ERGs) at PagerDuty. ERGs are self-organized, employee-run, company-funded communities focused on advancing a sense of inclusion and belonging at PagerDuty. Currently, we have six ERGs: Array (Black and Latinx), Illuminate (Asian and Pacific Islander), PageAble (visible and invisible disabilities), RainbowDuty (LGBTQIA+), PatriotDuty (military and veterans), and SisterDuty (women, non- binary, agendar, and genderqueer). Areas of focus differ by ERG and could include any of the following pillars: career development and professional networking, community building and support, allyship education, and partnerships with recruiting and social impact.

PagerDuty.org and the ID&E team collaborate with our ERGs and Community Responders to activate and inspire employees through a continuous cadence of opportunities throughout the year. In 2022, Dutonians supported 412 causes and over 90% of Dutonians participated in our social impact programs.

Ranking #41

About We Are Rosie

www.wearerosie.com

We Are Rosie’s purpose is to bring about a new era of work in the marketing and advertising industry where people of all backgrounds have the opportunity to work with the world’s biggest brands, on terms that work for them and their lives. Our company’s purpose ties into our culture, which is one of the reasons why we have been able to grow so successfully the past few years.

Strongest element: Culture & Purpose

From the submission… People-first: We see and celebrate our employees as whole humans. We have a genuine culture of support, empathy, and well wishes for all occasions and situations and an active gratitude slack channel. Open, no-guilt communication (from the top down) about personal obligations and situations allows our employees to feel supported. Everyone gets a monetary Rosie Refresh stipend for self-care, and we enforce 5 days per quarter of mandatory PTO to ensure everyone knows well-being is a priority.

Values-based: Everything we do at We Are Rosie centers around our core values: we are entrepreneurs, we use common sense, we pursue growth, we are inclusive, we speak plainly, we trust you, we really care. These values are on our website, written in our employee handbook, form the basis of our performance reviews, and are part of our Nectar point system of recognition and rewards.

Mission-driven: At We Are Rosie, we are incredibly passionate about our mission to support extraordinary people, while providing a workplace that treats everyone with dignity and access to opportunity. Every day, we are helping people work in the way they want to work. We are changing lives, changing the industry, and changing the world for the better. This is why everyone who works here shows up every day with a passion for what they do.

Fun: There is always something going on, whether it be fun messages through slack, playlist sharing, or virtual dance parties, we have a really great time at We Are Rosie.

Inclusive: Everyone is welcome here. We encourage everyone to bring their whole, authentic self to work. By fostering a safe environment and upholding our values, we all feel empowered to share our lived experiences and our unique perspectives, and genuinely be ourselves.

Ranking #42

About Stanton House Inc.

www.stantonhouse.com

Our Purpose has always been to create exceptional customer experiences. As a recruitment firm, this truly sets us apart from the competition. We operate in an industry not generally well regarded due to highly transactional business practices, particularly when it comes to supporting professionals looking to change jobs.

Stanton House is different. For us, customers are those seeking a new job, as well as the employers that hire them. We appreciate that moving jobs, or finding a job when out of work, is a life defining experience which can transform a person’s life for the better.

Strongest element: Communication

From the submission…We listen to what our people tell us and change our business accordingly. We don’t just pretend to listen; we believe our people have the answers we’re looking for on how to build an exceptional business. A large part of our success has been down to the open communication we have with our people, and we’re not afraid to change if we need to. This starts with our leadership team where everyone is pushed to be honest and transparent, providing as much context as possible, for the decisions we make. Our leadership team are trained to actively listen, with regular feedback provided on how well they live and breathe this day-to-day. We host 360 feedback sessions where we practise giving each other difficult constructive feedback.

[…] We purposely appointed a Board-level Director of Change & Communications, whose remit includes inviting junior staff to participate in Board and Management meetings, galvanising input from every level to contribute towards discussion and decision-making.

More important than this validation, however, are the changes we’ve made as a direct result of listening to our people. We’ve started paying everyone higher salaries, improved our commission scheme and increased flexibility dramatically as a result. We’ve also addressed our people’s desire to assess our impact and contribution to the wider community by forming working groups to bring actionable charitable and environmental initiatives to Stanton House.

Ranking #43

About Vital Farms

www.vitalfarms.com

Vital Farms, a Certified B Corporation, offers a range of ethically produced foods nationwide. Our purpose is to improve the lives of people, animals, and the planet through food.

Started on a single farm in Austin, Texas, in 2007, Vital Farms is now a national consumer brand that works with over 300 family farms and is the leading U.S. brand of pasture-raised eggs by retail dollar sales. Vital Farms’ ethics are exemplified by its focus on the humane treatment of farm animals and sustainable farming practices. In addition, as a Delaware Public Benefit Corporation, Vital Farms prioritizes the long-term benefits of each of its stakeholders, including farmers and suppliers, customers and consumers, communities and the environment, and crew members and stockholders. Vital Farms’ products, including shell eggs, butter, hard-boiled eggs, and liquid whole eggs, are sold in over 22,000 stores nationwide. Vital Farms pasture-raised eggs can also be found on menus at hundreds of foodservice operators across the country.

Strongest element: Leadership

From the submission…In support of remote crew member development, in 2022 our senior leadership team (SLT) led the rollout of “Professional Development Conversations,” a biannual process focused on performance and development. Through this program, senior leaders, functional leaders, and people leaders calibrate talent across the organization and reward and recognize top performers. Additionally, crew members collaboratively build a development-focused action plan to continue their professional growth at Vital Farms. 

At ECS we partnered with Habitat Communications & Culture, a local, best-in-class talent development consultancy, to enhance our existing leadership development program. Sixteen ECS leaders participated in the program, which addressed effective communication, creating a culture of engagement, navigating difficult discussions, and management best practices. In addition, we have worked to create more career growth at our facility, opening up shift lead and trainer positions in 2022.

[…] We also offer a Leadership Academy for all people managers at Egg Central Station (ECS) that supports their professional growth and development. Our ECS people managers have the opportunity to enroll in the program, and we offer the courses at flexible times to accommodate all shifts. Our Leadership Academy covers a wide variety of topics, including Managing vs. Leading, Emotional Intelligence, Responsibility vs. Accountability, Effective Coaching, Conflict Resolution, and Building High-Performing Teams.

Ranking #44

About AMMD, LLC

www.amymyersmd.com

Dr. Amy Myers discovered her passion for helping others while serving as a US Peace Corps volunteer in Paraguay, and decided to pursue medicine. While in medical school, she was diagnosed with Graves’ disease, an autoimmune thyroid condition, and because her conventional medicine doctors were unable to help her regain her health, she decided to embark on her own journey to healing.

AMMD, LLC was launched as Dr. Myers made it her mission to help those who’ve also been failed by the conventional medical system restore their own health and live their best lives. AMMD’s commitment is to empower people to take back their health by providing them with tools to understand the root cause of their symptoms and to live the solution. Our team shares a common vision to inspire a healthier, more informed world where chronic illness is a thing of the past and our supplements, programs, and recipes are used by millions around the world to achieve optimal health.

Strongest element: Experience

From the submission… The importance of each and every person’s role starts at the beginning with recruitment. Applicants complete a survey that helps us determine their culture index – it is only then that we move to review experience and skills, as we want to ensure the right candidate is the right fit for us and the role is the right fit for them.

Each team member makes a significant impact and provides input to the organization. Because of the variety of roles, we have a diverse workspace that recognizes each others’ interest and empowers them to deliver quality results in an effective manner. Throughout the year we acknowledge varied holidays as a way to contribute to our inclusive culture. Team members are encouraged to share pronouns on their profiles and present as their authentic selves. We pride ourselves to be a place where people want to come to work and contribute to the mission and feel as comfortable in the office as they do at home (and who doesn’t want to celebrate monthly birthdays and anniversaries with breakfast tacos?!).

As a result of suggestions gathered from surveys, adjustments were made to the format of town hall meetings that resulted in the team being more engaged and focused. Other suggestions implemented include an online self-help section for our customers, designation of a in-office zen Room (fully equipped with a comfortable couch, bean bag chair, massage chair, and yoga mats), feminine hygiene products provided in the women’s restroom, and dimmed lights in low ceiling areas, to name a few.

Ranking #44

About Valor

www.onevalor.com

Valor is a Fort Worth-based specialty asset management company providing business process outsourcing, proprietary software solutions, accounting and back office services for mineral, and oil and gas owners. A team of seasoned professionals utilize technology and innovation to ease the burdens of asset management in the oil and gas industry. Valor’s mineral management department oversees a combined 10.2 million gross acres and 560,000 net royalty acres of mineral and property rights on behalf of more than 100,000 interests across 32 U.S. states. 

[…] Valor’s company culture is built on trust and a solution oriented mindset, falling in line with the purpose it serves to its clients. Clients place a substantial amount of trust in Valor to properly manage their valuable assets and yield them the best outcomes. 

Strongest element: Experience

From the submission… Valor’s employees are very much part of the overall operations as any member of senior leadership. The company creates an employee experience that encourages participation and input from each individual. Every opinion is of value and considered when making business decisions. Employees are often administered anonymous satisfaction surveys to ensure Valor is meeting its exceptional standards and continually improving where necessary. With Valor’s headquarters in Fort Worth, the company offers access to many local events to further build the connection and sense of belonging its employees have with the community. Employees and their families are able to attend events, compliments of Valor, such as the Fort Worth Rodeo and TCU football games. The company also hosts ongoing culture events including happy hours, dinners, TopGolf nights, etc. All employee accomplishments, milestones and birthdays are recognized in the moment via Slack communications and celebrated with monthly celebrations including lunch and treats with the entire office.

Ranking #45

About 2U, Inc

www.2u.com

All in on purpose. Our mission drives everything we do at 2U. The work we do today significantly impacts learners for a lifetime. With edX, our leading global online learning platform, our global employee base of 3,500+ is powering over 4,000 digital education offerings – from free courses to full degrees – and helping unlock human potential. Our workforce is transforming higher education: we’ve reached 48M+ global learners to date.

Eliminating the back row in higher education is not just a metaphor – it’s our mission. Collectively, we partner with 230+ non-profit universities and corporate partners to expand access to world-class online education for continuous learning, betterment, empowerment, and change. From our industry-leading learning platform to clinical placements and career counseling, we help students reach their goals so together we can make a positive impact in the world. Our mission-driven, student-focused culture drives us to help partners thrive in the digital age.

Strongest element: Inclusion

From the submission…We are committed to our journey and proud of the meaningful steps we’ve taken towards building a culture of belonging and inclusivity for our communities of employees, partners, and students.

We believe an equitable and inclusive environment with diverse teams produces more creative solutions and results in better outcomes for our university clients and students. We continue to strive to attract, retain and promote diverse talent at all levels of the organization and we are proud to have a Board and executive team that bring diverse ideas and backgrounds to the table. We have incorporated diversity, equity and inclusion (“DE&I”) into the fabric of our corporate culture.

As a part of our continuous DE&I journey, 2U has integrated DE&I metrics into the bonus plan for VP+ leaders within the organization. These metrics include increasing diversity candidate slates for director level & above open positions, increasing diverse hires at director level and above, promoting continuous learning by completing allyship training, and increasing employee sentiment over the previous year for DEI questions included in our employee engagement survey. We have also received recognition from 50/50 Women on Boards Gender Diversity Directory and the Bloomberg Gender Equality Index.

Ranking #46

About CAI

www.cai.io

CAI is a global technology services firm with over 8,500 associates worldwide and a yearly revenue of $1 billion+. We have over 40 years of excellence in uniting talent and technology to power the possible for our clients, colleagues, and communities. As a privately held company, we have the freedom and focus to do what is right—whatever it takes. Our tailor-made solutions create lasting results across the public and commercial sectors, and we are trailblazers in bringing neurodiversity to the enterprise.

Our 1-3-5 philosophy – one principle, three beliefs, and five attributes – paves the way for our interactions and builds the foundation of our company culture.

Strongest element: Experience

From the submission… Count Me In is our annual campaign where we encourage our employees to embrace who they are and self-disclose their ethnicity, if they have a disability, are a veteran, and/or are part of the LGBTQ+ community. This past October, we had 93% of our employees participate in this initiative and make their disclosures. With Count Me In, we can better understand our workforce and help provide an optimal employee experience with proper resources, policies, and events.

To foster an environment of inclusion, where everyone has a safe space to bring their authentic selves to work, we established four ERGs in June of 2020 which has now grown to six. These affinity groups create connections with like-minded colleagues on meaningful topics that cultivate camaraderie and inclusion:

• conVERG: Provides the necessary mentoring support and resources for employees who have served in the military and their families.
• DIMES (Diversity & Inclusion Means Everyone Succeeds): Embraces the racial and ethnic differences between employees and fosters an environment where diversity and inclusion are celebrated.
• Young Professionals Network: Provides young professionals with the resources, networking, and professional development opportunities to set them up for success.
• Out Tech & Allies: Fosters an inclusive environment for every member of the LGBTQ+ community and their allies.
• TechABILITY: Enhances the workplace accessibility and increases acceptance of individuals with disabilities.
• Women of CAI: Provides women at CAI networking opportunities, resources, and support to help them grow and develop both personally and professionally.

Ranking #47

About Workhuman

www.workhuman.com

Workhuman exists to make work more human for every person on the planet. We do this by helping organizations foster human connection and gain the proactive insights necessary to transform and lead a more connected, human-centered workplace, beginning with our own. We accomplish this through the Workhuman Cloud®, a suite of products consisting of award-winning employee recognition and continuous performance development solutions that engage employees and build a more human workplace. 

We are our own biggest customer and we leverage our entire suite of solutions to build up our company culture. Taking the time to say thank you, to celebrate special life moments, and to have meaningful conversations is a part of our everyday work environment and helps bring our global culture together. With headquarters in both the US and Ireland, we rely on recognition to unite our company of over 1,000 employees under a culture of celebration, recognition, and belonging.

Strongest element: Communication

From the submission…In addition to continuous performance development for providing feedback and growth as well as our recognition program Spark, Workhuman also leverages its pulse survey tool, Moodtracker, to listen and communicate with our employees. Moodtracker® helps HR understand how people are really feeling, uncover organizational issues, and take actionable steps to create a culture of excellence.

[…] Additionally, our leadership maintains an open line to the rest of the organization. For example, each month CEO Eric Mosley hosts a company-wide “Eric & Friends Check-in,” where he provides the updates on our goals, progress on key initiatives, and facilitates a conversation with a panel of executive speakers. The open chat feature remains on the calls so employees can ask questions and react to news shared.

The purpose of these meetings is two-fold. They ensure employees stay up-to-date on our Strategy Board and business performance, and help to build connections between our employees and executives and allow our humans to familiarize themselves with leadership and know they have a space to ask questions and offer feedback. We have learned so much about each other personally and professionally through these frequent and informal meetings.

Ranking #48

About Uberflip

www.uberflip.com

Uberflip is an innovative, people-first organization that’s on a mission to empower marketers to create and deliver personalized content experiences that generate results at every step of the buyer journey. We believe every Uberflipper plays a crucial role in attaining this mission. It’s a belief that’s actually at the core of our business — powering everything we do and accomplish.

You can look to our company’s Core Values to see what we, as Uberflippers, honor and respect most. They are the embodiment of who we are and what propels our collective mission forward. In practicing these core tenants, we honor both our customers and each other every single day.

Strongest element: Wellbeing

From the submission… Ensuring the wellbeing of our employees starts by offering a robust set of benefits. From day one, every Uberflipper has access to a generous health plan coverage, parental leave program, paid vacation and health days. What’s more: they have remote-work capabilities and flexibility.

We are also attune to their mental health needs. The impacts of pandemic-induced burnout, stemming from stress, changing work environments, and other factors has weighed heavily on us all. To support our teams, Uberflip offers company-paid counseling, allowing Uberflippers to book free, confidential sessions with a licensed clinical therapist, on-site or remotely.

Everyone talks about work-life balance. We do too! But, we also foster it. Beyond paid vacation, holidays, and health days, Uberflippers receive five LUV days to enjoy however they please. It’s our way of empowering Uberflippers to invest time in themselves. Only then can we all come back to work feeling refreshed and energized.

Ranking #49

About Concentrix

www.concentrix.com

We’re Concentrix, a leading global provider of customer experience (CX) solutions and technology. We reimagine everything CX to improve business performance for some of the world’s best brands, and the ones that are changing the world as we know it. Every day, we Design, Build and Run CX for over 130 Fortune Global 500 and 125 new economy clients. Whether it’s a specific solution or the whole end-to-end journey, we’ve got it covered. We’re the strategic thinkers who design brand-defining experiences. The tech geeks who build smarter solutions. And the operational experts who run it all and make it work seamlessly. Across 40 countries and 6 continents, we provide services across key industry verticals: technology & consumer electronics; retail, travel & ecommerce; banking, financial services & insurance; healthcare; communications & media; automotive; and energy & public sector. Location: Virtually Everywhere.

Strongest Element: Inclusion

From the submission… Our Be Seen, Be Heard, Be You program allows staff to voluntarily share aspects of their identity. To date, over 60,000 staff have self-identified.

We provide safe spaces for people to connect and grow through the Staff Resource Groups (SRG) network, and our EMEA Brave Rooms where staff come together to talk about different diversity topics. We also sponsor Pride (LGBTQIA+), Ability (Persons with Disabilities) and Network of Women Networks. The SRGs hosted 15+ events in 2022 and celebrated days of significance like Black History Month and International Women’s Day.

Through “fireside chats” and panel discussions, we gather staff globally, educate them, and welcome conversations on various DEI topics.

In 2022, we hosted EMPOWER, our first DEIB event in EMEA attended by 500+ staff, this was a series of virtual sessions on a range of DEIB topics designed to help staff unleash their full potential and grow their careers at Concentrix.

We offer DEI training for all “people managers” to help them better understand identity, bias, microaggressions, and how their unique attributes can shape an inclusive environment at Concentrix. To date, over 6,100 managers completed this training, which is offered in 10 languages. We also maintain Prism, a 5-month virtual diversity leadership journey to help diverse, senior-level staff be ready to move into higher-level job assignments. To date, 39 underrepresented staff completed the program and 41 are currently enrolled. Out of the first cohort, 8 were promoted in 2022.

Ranking #49

About AllSaints

www.allsaints.com

We’re a global fashion brand with an independent spirit, a community of curators and innovators. With more than 2,200 global team members working together with our manufacturing partners and brand business partners to create full collections of womenswear, menswear and accessories. Established in 1994, the AllSaints wardrobe was, and still is, a catalyst for individuality. Our customers can create a uniform without uniformity for themselves from our international stores, concessions, franchises and digital platforms.

We are open to everyone, and encourage our teams and customers to showcase their personalities through our collection. Aside from our beautiful products, we are especially proud of our teams. We have great representation across our team diversity (see DEI section for details). Ultimately we are on a journey to not only ensure we are respectful and considerate of our industry, fostering humble relationships with our suppliers, partners and third parties, we are also focusing on our teams at a whole new level. This is what is required of us in the new post-Covid world, ensuring our teams are supported, mentally, physically, professionally and personally. We want to create a workplace that enables our teams to thrive as well as create exceptional product which inspires people to feel their best, whilst looking after the community. All individuals, all united, together we are AllSaints.

Strongest Element: Leadership

From the submission… We are proud to have a CEO, Peter Wood, leading our brand who believes in open and consistent communication, whether that be in our quarterly global ‘town halls’ and Q&A sessions – where he also shares our brand performance, any challenges we may be facing and our plans for the future – or in regular informal video updates to the whole company. Pete sets out his expectation on culture: we do what we say we will, and we are a team that has each other’s backs. This ethos sits within our brand values too and is how we measure ‘how’ our leaders are showing up in their biannual appraisals. Pete has been with our brand over a decade and is incredibly passionate about our teams.

A supportive CEO is not enough – we believe that all our leaders should have the confidence, tools and support to lead their teams successfully and in a way that feels authentic. Our SmartLeaders leadership academy, born in 2020, works with leaders and future leaders at all levels of our global business. Not just by teaching leadership skills in classes but also through degree-accredited management qualifications, driving business improvement projects, receiving coaching and taking part in mentoring with external partners or internally for junior team members. We pride ourselves on curating a leadership offer that is flexible and accessible worldwide, no matter your existing qualifications or experience.

Ranking #50

About World Finance

https://www.loansbyworld.com

Since 1962, World Finance has helped people unlock their financial good. We offer personal loan and tax solutions in the communities we serve and work with our customers toward overall financial wellness. Our team is our biggest strength – they actively build trust with World customers, finding personalized solutions to reach their financial goals.

The mission at World Finance is simple: we believe in possibilities. We seek out possibilities for our customers, helping them unlock their financial good.

Not only do we believe in possibilities, but we also create pathways to achieve what is possible. That road to possibilities for World Finance team members and customers alike begins with our core values: We Care, We Adapt, We Are Better Together, and We Make It Happen.

Strongest element: Culture & Purpose

From the submission […] “We are better together” is a mantra often shared by World’s leadership team and reverberates through our whole company culture. We recognize that the sum of our team members ultimately makes World Finance the company we strive to be. It’s the team members at each local community branch who develop long-term relationships with customers who say World “feels like family.” There’s a preconceived idea that companies of World’s size lack a personable culture and connectivity, but we work hard to stay connected. Each member of the World team has a huge impact on the business, our customers, and the communities we are rooted in. By recognizing this strength and fostering its potential, World creates a culture of community that defies geographic barriers.

Finally, “We make it happen” really encompasses the whole heart of World. Because we care, because we adapt, and because we recognize our strength in togetherness, we’re able to make things happen for team members and customers alike. Whether it’s working with a customer’s specific financial situation for credit access during a time of need or seeing the potential of a team member and creating a pathway for professional growth, World demonstrates its compassion by offering solutions that turn possibilities into realities.

Strongest element: Leadership

From the submission… We offer open communication to maintain a direct connection to all 3,100 team members located across 16 states. This includes a “Hey Chad” email account which goes directly to CEO Chad Prashad, completely unfiltered. Additionally, we host a yearly event called OneWorld, which brings together nearly 500 team members from across the company footprint for celebration, recognition, and inspiration for the future. OneWorld acts as both an incentive for operating by company values and a catalyst to go back into the community with renewed focus on our mission.

Ranking #50

About Ledcor Group of Companies

www.ledcor.com

Ledcor is a diversified construction company, made up of teams who design, build, transport, operate, and maintain projects throughout Canada, the US, and beyond. We provide services in the building, oil & gas, infrastructure, mining, and telecommunications sectors, as well as property investment, forestry, and marine and aviation services. Learn more about our operations at ledcor.com.

Our projects are about more than concrete and steel. They’re about people and our relationships with our employees, communities, and clients. We believe in building trust by engaging honestly, giving back, putting safety first, and looking for smarter, more sustainable ways to get the job done. From our skilled trades in the field to professionals who support the business, we approach our work as a team with the goal of producing outstanding results for our clients.

Strongest element: Communication

From the submission… Ledcor uses video to strategically reinforce communication, increase awareness, and build engagement across Ledcor. Our internal video team produces videos for specific enterprise and operating group initiatives. Recent examples include a year-end recap from our Chairman & CEO and an International Women’s Day video on inclusive language.

Our corporate intranet helps employees feel engaged and connected, explore what’s happening around the company, and access work tools. Examples of content include employee profiles, inclusion and diversity, and employee resource groups.

We have a few formal mechanisms for listening to our employees. Our Your Voice engagement survey allows all employees to provide feedback on Ledcor’s culture and environment. Focus groups are a forum to collect input on initiatives such as our Inclusion & Diversity Roadmap and leadership training. Technology enables collaboration and sharing—specifically, we’ve implemented software for people to share their innovation ideas across the company.