Working on the Human Touch: 100 Best Workplaces in Europe 2014

Working on the Human Touch: 100 Best Workplaces in Europe 2014

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Working on the Human Touch Great Place to Work速 releases its 12th Annual 100 Best Workplaces in Europe List; Microsoft, Davidson Consulting and Cygni take top honours Most European nations have seen their best workplaces increase employee trust levels over the past 5 years.

Best workplaces increasingly put employees at the heart of their businesses.

100 Best Workplaces in Europe 2014

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Table of contents 06 Executive Summary 08 About Great Place to Work速 10 Background and Regional Findings 18 Country-by-Country Trust Findings 36 Fast Facts about the Best 100 Workplaces in Europe 2014 46 The 100 Best Workplaces in Europe 2014 list 52 Profiles of the Three Top Companies 58 Special Awards and Winner Profiles 62 Methodology

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Executive Summary The best workplaces in Europe are getting better, and they are paying more attention to the needs and wishes of individual employees.

That’s the good news as Great Place to WorkŽ releases its 12th annual list of Europe’s Best Workplaces.

Microsoft is the best multinational workplace in Europe; Davidson Consulting (a technology advisory firm in France) earns the highest marks among large organisations in Europe, and Swedish technology services company Cygni ranks as the top small and medium-size company.

All of the 100 organisations who have made the 2014 European Best Workplaces list have plenty to be proud of. But so does Europe as a whole.

We conducted a five-year analysis of the best workplaces in European countries with a focus on levels of employee trust. Trust is the foundation of a great workplace and a key ingredient in employee engagement and business success.

The results of the study show that most countries saw a gain in trust levels in their best workplaces, and several countries experienced significant improvement. No country witnessed a drop in trust levels in their best workplaces.

In addition to the country-by-country analysis of best workplaces, we examined how trust levels have changed over time at the 100 Best Workplaces in Europe. That study of our regional list winners drew similar conclusions. Over the past 12 years, the 100 Best Workplaces in Europe have been scoring higher and

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higher on Great Place to Work trust assessments.

There are caveats to this sunny news for employees and employers. Our findings reflect the level of employee pride, camaraderie and trust at the very best workplaces in Europe, organisations that have earned places on national Best Workplaces lists as well as the regional Best Workplaces list.

Still, the gain in trust at the best workplaces is a sign that the movement among business leaders and rank-and-file employees to build better workplaces is gaining momentum across Europe. That momentum has much to do with the ever-clearer connection between trust, engagement and business success. Employee trust in their leaders is a precondition to employee engagement, and engagement has proven to be critical to business performance. In the United Kingdom, for example, the top 25 percent most engaged workplaces enjoy double the annual profit compared with the lowest 25 percent.

What’s more, as economic growth has picked up in recent years in Europe and the labour market has tightened, companies are realising they must foster a culture that attracts, retains and inspires people. This is true in Denmark and

throughout the region, says Ditte Vigsø, Managing Director of Great Place to Work® in Denmark. ‘Many Danish and European companies have realised that a positive working environment and high levels of trust, pride and camaraderie are the precondition for executing their strategy,’ Vigsø says. ‘Employees are no longer considered to be the most important resource, but to be the very DNA of the company.’

Another key finding is that companies are treating employees more as individuals. In keeping with the personalization trend seen in other spheres of life, European workplaces are moving away from viewing employees as cogs in the machine and tailoring the work experience to each staff member.

At Cygni, for example, employees are asked about what technologies they want to work on, what industry they want to focus on and where they want to work. They also can select their work hours and individual benefit options. That customised approach to work, in addition to frequent social outings and an annual company ski trip, is designed to provide employees with the human touch, says Cygni CEO Jon Persson. ‘Nobody wants to be just a number in a budget or a spreadsheet,’ he says.

‘Everybody wants to be seen and be appreciated.’

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About Great Place 速 to Work European offices:

Great Place to Work速 has conducted pioneering research on the characteristics of great workplaces for over 25 years. We believe all companies can become great workplaces, and our mission is to help them succeed.

Our Great Place to Work model is recognised as the standard for assessing great workplaces.

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In nearly 50 countries around the world, we are proud to:

Recognise

Best Workplaces for their achievements through our international and national Best Workplaces lists. In Europe we publish 19 national lists and worldwide we publish lists in almost 50 countries.

Help

companies create and sustain great workplace cultures through our advisory services. Our data collection tools (e.g. the Trust IndexŠ employee survey, focus groups, 360-degree professional development tool); educational workshops and training programs; action planning system; and strategic advisory services, support the transformation process within any organization. Great Place to Work’s unique access to best workplace data allows us to offer unparalleled benchmarking opportunities, best practice information, and transformation insight for our consulting clients.

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resources, best practices, and research through our events and education services. These include peer networking groups, workshops, conferences, and publications, which enable organisational leaders to learn directly from each other, as well as benefit from our wealth of knowledge and lessons learned from best workplaces and our clients.

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Background and Regional Findings As we prepared our 12th annual list of the Best Workplaces in Europe, we decided to examine trust trends in individual countries and in the region as a whole. The country-by-country analysis meant reviewing best workplaces in each of our affiliates which represent 19 individual countries. In particular, we studied the Trust Index© scores of all the national Best Workplaces lists during the past five years.

The Trust Index© is Great Place to Work’s 58-statement employee survey that measures trust, pride and camaraderie in organisations.

Each year in the study spans two calendar years. This is because Best Workplace lists in different countries are published at different times of the year, and we wanted to use the most recent data.

The Trust Index© benchmark scores showed that countries in the region remained relatively stable or recorded gains in terms of the trust levels of their best workplaces between 2009/10 and 2013/14 (See Figure 1).

In addition to this analysis of each country’s best workplaces, we studied the companies on our annual regional list of the Best Workplaces in Europe. For this research, we again examined Trust Index scores.

Overall trust levels at the regional best workplaces have risen some years and fallen others during the period 2003-2014 (See Figure 2).

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Figure 1. Percentage Change in Trust IndexŠ Scores 2009/2010-2013/2014 21% 18

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Figure 2. 100 Best Workplaces in Europe 2003-2014

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78 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 TI Score Linear (TI Score)

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The sharp dip witnessed in trust levels in 2011 most likely reflects difficult economic times. Europe’s largest GDP decrease took place in 2009, and likely led companies to take actions in 2010 such as layoffs and pay cuts that increased job insecurity and lowered Trust Index© scores. Much of the Trust Index© score data that makes up the 100 Best Workplaces in Europe list for a particular year comes from the previous year. So lower-trust environments in 2010 would reveal themselves in our 2011 figure.

Despite that decline in trust and other dips during the 2003-2014 period, the long-term trend is clear: there is rising trust at Europe’s Best Workplaces. In other words, the best are getting better.

We also see greater respect for employees as individuals at Europe’s Best Workplaces. Our Trust Index© data provides evidence of this shift.

Consider the change in the response of employees at Europe’s top 100 workplaces to this statement on the Trust Index© survey: ‘Management shows a sincere interest in me as a person, not just an employee.’ The percentage of employees at the best European companies who said such personal attention happens ‘often’ or ‘almost always’ was 82 in 2010. The score dipped to 78 percent in 2011, but climbed to 84 percent in 2012 and 2013, and rose to 85 percent this year (See Figure 3).

It’s a similar story with two other Trust Index© statements related to treating employees as whole human

beings, as people with lives outside of work and identities beyond wage earners. With respect to the statement, ‘People are encouraged to balance their work life and their personal life,’ the percentage of European best workplace employees who gave a positive answer has zigzagged over the past five years but nonetheless risen from 81 in 2010 to 83 in 2014 (See Figure 4). And the European 100 Best Workplaces benchmark for the statement ‘I can be myself around here’ has climbed from 89 percent in 2010 to 91 percent the past two years (See Figure 5).

Examples from European Best Workplaces flesh out the figures showing greater trust and a more personal touch. For instance, eight years ago Davidson Consulting began with a plan to make employees comfortable and members of a family of sorts. ‘We wanted to make it the company like a home ,’ says Edouard Mandelkern, president of Davidson Consulting.

If anything, that commitment to a familial spirit has increased over time. In recent years, the company noticed that younger employees struggled to find housing in Paris’ high-cost property market. So currently they are building a nineapartment home just outside of Paris for Davidson Consulting employees, who will have their own living quarters but share a kitchen and common areas. Mandelkern believes it is the first employee residence of its kind in France. In effect, Davidson is making the company-as-home metaphor a reality, thereby showing

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Figure 3. Management shows a sincere interest in me as a person, not just an employee.

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Figure 4. People are encouraged to balance their work life and their personal life.

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Figure 5. I can be myself around here.

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its care for the human needs of its employees.

behind greater trust and greater respect for individuals:

Or consider Cygni’s many efforts to connect with its employees. Besides gauging employee work preferences and seeking to accommodate those wishes, Cygni leaders try to foster close relationships among team members. Like other technology consulting firms, Cygni employees typically spend much of their time at client sites and occasionally gather back together at the home office. The difference is that Cygni employees rendezvous more frequently than those at other tech firms, about once every three weeks.

And after sharing progress reports and discussing new technology trends, the staff enjoys dinner and beers together. On top of these regular gatherings, the company has a summer party which may include sailing or motor boat racing, an annual kick-off meeting and party at a nice hotel, a winter ski trip and a Christmas party that recently featured a celebrity chef and a cooking contest.

AWARENESS

All the company-sponsored celebrations show the company understands that employees are human beings, who may need and enjoy social connections through work. ‘Some employees aren’t keen on sharing their personal life, but most are,’ says Cygni’s Persson.

‘We want them to at least feel that they can.’

Why are the best companies in Europe headed in these directions?

We see a combination of factors

There is increased awareness among company leaders globally of the importance of a high-trust workplace culture. Trust is top of mind for today’s executives worldwide, according to a PricewaterhouseCooper report last year, which surveyed 1,330 CEOs in 68 countries. Continuing public scandals have contributed to heightened consciousness about the significance of a high-trust culture, says Tom O’Byrne, CEO of Great Place to Work® in the UK. These include the revelations of LIBOR manipulation, serious failings in the National Health Service in the UK and phone hacking by News Corp.

Says O’Byrne: ‘These all shook the general public’s trust in business leaders, government officials and the media and also made people more aware of the behaviour of those in positions of responsibility and the impact that failing to act with honesty, transparency and integrity can have.’

EVIDENCE The evidence is mounting that great workplaces – ones with high trust and engagement - lead to better business results. To name just a few examples in Europe, Danish Best Workplaces last year posted more than 3 times the revenue growth of Danish companies overall; Italy’s

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Best Workplaces have posted better revenues than their competitors in the same industry for six straight years; and research from Engage for Success , a government-supported initiative, has documented a link between employee engagement (which is driven by high-trust workplaces) and organisational performance. In addition, great workplaces tend to bounce back from economic downturns better than other organisations in terms of stock performance. Ireland’s best workplaces are proving this resiliency point further, says John Ryan, CEO of Great Place to Work® in Ireland: ‘While our Best Workplaces have been affected by what has happened on a global level and have had to make tough decisions, they are more adaptable to the changes because of the high levels of trust in the relationships that exist in the organisation.’

LABOUR MARKETS The ‘war for talent’ is heating up amid economic growth in much of Europe. After real GDP contractions in the 18-country Euro Area in 2012 and 2013, economic growth is forecast for nearly all European countries this year and the next.

The pick-up in business activity is tightening labour markets, especially in high skill areas, which is pushing organisations to do more to attract and retain staff. This dynamic appears to be under way in Poland’s information technology sector, says Maria Zakrzewski, CEO of Great Place to Work® in Poland. While

the Polish IT industry is growing, the country’s young technology specialists (who have a reputation for strong knowledge and skills) are tempted to leave the country for higher-paying jobs in Western Europe. This option, Zakrzewski says, ‘is probably spurring local IT firms to improve their workplace cultures.’ At the same time, salary budgets in much of Europe remain constrained, which puts great workplaces that care for individual employees at an advantage, says Erik van Riet, CEO of Great Place to Work® in the Netherlands. ‘New talents search for companies where they can grow on a personal level,’ van Riet says. ‘There is no money any more for high bonuses, so the culture of the organisation is getting more and more important.’

GEN Y The Millennial generation is demanding better workplaces. In Europe and around the world, the cohort of people in their mid-30s and younger is pushing employers to pay more attention to work-life balance and social responsibility.

‘Marketing itself will no longer be enough to satisfy the expectations of future employees,’ says Doris Palz, General Manager of Great Place to Work® in Austria. ‘Generation Y does not only search for a job, they search for a fulfilling activity that they can be proud of. Topics like health and work-life balance are key in companies that want to be top concerning the quality of their workplace culture.’

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EMPLOYEE GRATITUDE High-trust cultures aren’t just about what management does for employees. They also reflect employee gratitude and reciprocation—especially in difficult times. Although economic downturns can erode workplace cultures, organisations that take care of their employees amid crises can bolster trust. In a number of European countries that have weathered political and economic challenges, employees at great workplaces appreciate their companies more deeply, says Dimitris Ganoudis, General Manager of Great Place to Work® in Greece. ‘When companies resist the demolition and deterioration of actual working regulations, this makes employees more likely to reward the company in return. They are more conscious of the benefits and the treatment they have to their companies.’ Adds Sandrine Lage, Director of Great Place to Work® in Portugal: ‘Within a crisis context, with a lot of unemployment, employees value more their own employment and, in particular, their special benefits.’

WELLBEING The emergence of a ‘wellbeing’ movement is nudging organisations to improve their cultures. Levels of stress have risen at organisations globally as companies have asked employees to do more with less and the growing use of mobile devices has led employees to feel pressure

to be ‘always on.’ In response, people have placed more value on physical and mental wellbeing. Great workplaces in Europe are embracing this trend. Backed by research that relaxation and meditation techniques translate into better business results, Italian best workplaces are doing such things as providing yoga classes, mindfulness workshops and emotional intelligence training, says Alessandro Zollo, CEO of Great Place to Work® in Italy. ‘Workspaces are changing to allow people to find self-awareness, physical well-being and, most importantly, psychological well-being that puts managers in the condition to make better decisions and employees in general to work without worries and with a smile.’

MOMENTUM Once an organisation develops a positive workplace culture, that culture tends to continue getting better. This positive, upward spiral owes both to management and employees.

Managers make improvements to the work environment based on measurements of their culture, including the Trust Index© and Culture Audit© (Great Place to Work’s assessment of people management practices and policies).

And employees of great workplaces take increased ownership of their cultures. They chip in to advance the organisation and feel greater appreciation for their work setting.

In a number of European countries, a cadre of companies consistently make the list of the best workplaces.

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And those organisations often show much higher levels of trust than firms just beginning efforts to build a healthy culture. ‘The gap gets bigger,’ says Michael Hermann, CEO of Great Place to Work® in Switzerland. ‘Some best workplaces improve while the new participants tend to be lower.’

Momentum toward ever-better workplace cultures is helping Europe’s best workplaces take advantage of an improving business climate. Most of the region’s companies are only just now emerging from a defensive, bunker mentality in the wake of the economic crisis of 2008 and downturns of 2012 and 2013, says van Riet of Great Place to Work® in the Netherlands. The workplace agenda of most of these companies tends to be limited to discrete programs such as flexible work arrangements. But the best workplaces have a more expansive vision. They are taking responsibility for the wellbeing of their workforce and other stakeholders, and they are setting their sights high for business success. ‘The change is from‘surviving’ to ‘living,’’ he says. ‘I wouldn’t say ‘enjoying’, but maybe that’s the next step.’

We also can expect the Great Place to Work movement to keep gaining momentum in the region. Europe’s Best Workplaces are committed to taking their cultures to the next level, and they are serving as role models for their business peers, says Nicolás Ramilo Méndez, CEO of Great Place to Work Spain. ‘In Spain

and in many countries in Europe, a lot of companies have been working with us for many years and are making big efforts to be better each year. These companies then inspire the others that want to start this continuous improvement process and start the journey to a great place to work,’ Ramilo Méndez says. ‘Year after year we are still sometimes surprised by the motivation of the best organisations to make things better.’

In Europe and throughout the world, we see the dawning of what we call the ‘The Great Workplace Era.’ The factors behind higher trust levels and greater respect for the individual at the best workplaces (along with the emergence of technologies that provide unprecedented transparency into organisations) are pushing all companies to become better workplaces.

‘The Great Workplace Era is a time when all people can expect to work for an organisation where they trust their leaders, enjoy their colleagues and take pride in what they do.

A time, in other words, when workplaces make the world better,’ says China Gorman, global CEO of Great Place to Work®. ‘This era is arriving in Europe and other parts of the globe. And it’s good news for everyone.’

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Country-byCountry Trust Findings In this section we analyse the best workplace trust level trends in select countries.

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Poland

Poland’s Best Workplaces demonstrated the strongest grain in trust levels over the past five years in all of Europe. The country’s benchmark Trust Index© score rose from 68 in 2009/10 to 80 in 2013/14, for an 18 percent gain.

Maria Zakrzewski, CEO of Great Place to Work® Poland, says the country’s consistent economic growth over the past five years—and the resulting tighter labor markets in at least some industries--has helped convince business leaders to seek to be employers of choice. Another development propelling trust levels in Poland’s best workplaces is the way executives of some firms have embraced the great workplace concept with passion and persistence. For example, Marcin Ochnik, president of national leather clothing retailer Ochnik, showed his commitment to open dialog and listening to employee concerns through a “roadshow” in recent years in which he has visited nearly all of the company’s 70 stores throughout Poland. Ochnik also has run ‘culture workshops’ in hotels and conference centers during which he met every single employee in the company. “It was a lot of effort,” Zakrzewski says. “It’s a matter of determination and believing that this is something worth doing.”

Poland’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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Sweden Sweden’s Best Workplaces posted a strong gain in trust levels between 2009/10 and 2013/14. The country’s benchmark Trust Index© score rose from 79 to 87, for a 10 percent gain.

Maria Grudén, CEO of Great Place to Work© in Sweden, says competition for top talent is growing in the country, pressuring companies to improve their cultures. Professional services firms are leading the way in terms of building great workplaces, she says, given the importance of people to their business success. ‘They live off the competencies of their employees,’ she says.

Another factor at work in Sweden’s best companies is a trend to give employees greater ‘ownership’ of their work. ‘The leaders of the future give employees the trust to carry out the work from start to finish,’ Grudén says.

‘Important here is increased amount of information given to employees and increased amount of input from the employees into the decision making process. If employees know where the company is going, and what is expected of them as individuals, they can better take responsibility for their tasks and virtually act as their own ‘CEOs.’’

Sweden’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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Spain Spain’s Best Workplaces recorded a nine percent increase in trust levels over the past five years. The country’s benchmark Trust Index© score rose from 77 in 2009/10 to 83 in 2013/14.

Nicolás Ramilo Méndez, CEO of Great Place to Work® in Spain, says that in the wake of economic difficulty a new attitude is emerging among business leaders. More and more companies are adopting a people management model that blends business successes with employee satisfaction. Other factors behind the country’s rise in trust are increased investments in training, a greater commitment to work-life balance and heightened attention to ethics among leaders. ‘During the last five years a growing number of workplaces have improved or communicated better about their ethics code,’ Ramilo Méndez says. ‘Moreover Spanish companies now have more honest and ethical management, where the leader has a clear and key role in creating a great place to work.’

Spain’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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Finland Trust levels at the Best Workplaces in Finland rose between 2009/10 and 2013/14. The country’s benchmark Trust Index© score increased from 83 to 89, representing a 7 percent gain.

Information technology companies and large retail businesses are leading the way in terms of building positive work cultures in the country, says Mona Rundberg, CEO of Great Place to Work© in Finland. The Finnish government also is propelling the great workplace movement, she notes. The government has set a target to have Europe’s best working life by the year 2020.

Increased competition to earn a spot on Great Place to Work lists in Europe is pushing trust levels among the Best Workplaces higher, Rundberg says. So is a more human approach to management. ‘Employees are seen and treated more as individuals, not only as employees. It’s seen in the ways management builds trust in their organizations,’ Rundberg says. ‘They do start to understand better that it is up to their employees to make a good business or a bad business – a manager cannot make a successful business by himself anymore.’

Finland’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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The United Kingdom The Best Workplaces in the UK demonstrated a significant increase in trust levels between 2009/10 and 2013/14. The country’s benchmark Trust Index© score rose from 80 to 85, representing a 6 percent rise.

Rising awareness of the importance of trust in organisations and of the link between high-trust cultures and employee engagement—and subsequently business performance--helps explain the progress, says Marianna Roach, Research Manager at Great Place to Work UK. Roach notes that employee engagement scores in the UK and Europe overall have remained stagnant or decreased over the past five years, while the engagement scores of Best Workplaces have tended to rise. That has to do with the effectiveness of the Great Place to Work model, she says. ‘The Trust Index© survey helps organisations understand their challenges and the Institute’s consultants help them address the issues identified,’ Roach says.

The economic downturns of recent years have helped convince companies to become great workplaces, Roach adds. ‘It is clear from our data that the Best Workplaces are better equipped to deal with challenges such as the recent recession. They lead by example in creating the right conditions for improving trust and engagement in their organisations and thus creating a key competitive advantage.’

The UK’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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Italy Italy’s Best Workplaces increased their trust levels between 2009/10 and 2013/14. The country’s benchmark Trust Index© score rose from 71 to a high of 77 in 2011/12. Although the benchmark has slipped the past two years, it nonetheless finished at 75, for a 6 percent gain compared to 2009/10.

Continued strong business results of Italy’s Best Workplaces helps explain their progress. Best Workplaces in Italy as a group posted revenue growth of 6.2 percent during the 2012/13 period. Their industry peers, in contrast, suffered a revenue decline of 4.3 percent. Alessandro Zollo, CEO of Great Place to Work in Italy, says one secret of the country’s Best Workplaces is investing in training. The annual average hours per person dedicated to training jumped by 9 percent last year, from 57 to 62. And much of the training focuses on mindfulness, as leading companies address the stress common in today’s business climate. ‘In this time of crisis they need people who are more serene, who are willing to change quickly and react proactively to tough situations over extended periods,’ Zollo says.

Italy’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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Greece Greece’s Best Workplaces saw solid improvement in trust levels over the past five years. The country’s benchmark Trust Index© score rose from 82 in 2009/10 to 86 in 2013/14, for a four percent gain.

Dimitris Ganoudis, General Manager of Great Place to Work® in Greece, says the positive trend has to do with employees recognising the magnitude of the country’s financial challenges, and appreciating the way great workplaces have cared for them amid the crisis. While even the best workplaces can suffer trust declines when taking cost-cutting steps such as layoffs, the gravity of a country’s economic difficulties can lead employees to appreciate good workplaces. And Greece’s best workplaces have done right by employees during the difficulties, which have included fears of a national default and an unemployment rate of nearly 30 percent this year. Among the positive steps Greek companies have taken in recent years are fostering camaraderie among colleagues and communicating often and honestly.

‘Companies which communicate continuously with their employees for all matters enjoy a positive level of trust, even if they proceed with layoffs,’ Ganoudis says. ‘Companies which are afraid to communicate, because they cannot guarantee the jobs of employees and they cannot handle this situation, lower trust.’

Greece’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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Austria The Best Workplaces in Austria demonstrated a modest rise in trust levels between 2009/10 and 2013/14. The country’s benchmark Trust Index© score rose from 82 to 85, for a 3 percent increase.

Key trends among the Best Workplaces in Austria include great attention to work-life balance, says Doris Palz, General Manager of Great Place to Work in Austria. That balance extends to emotional health, as employees want to know that their employers care for their mental wellbeing. ‘Burn-out and depressions are no longer taboo. Work can have a high impact on our mental health,’ Palz says. ‘Therefore employers are expected to act correctively as well as preventively.’

Austrian managers also are appreciating the significance of engaged employees. ‘Companies have realised that highly involved employees are more proactive,’ Palz says. ‘Employees recognise their individual responsibility concerning companies’ success and therefore contribute positively, especially in companies that intensively work on their workplace culture.’

Austria’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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Germany The Best Workplaces in Germany demonstrated stability in their trust levels between 2009/10 and 2013/14. The country’s benchmark Trust Index© score rose one percentage point from 81 in 2009/10 to 82 in 2013/14.

One important trend in Germany is that more of the country’s small to midsized family-owned industrial businesses (Germany’s famous Mittelstand) have been embracing the principles of great workplaces. Karsten SchulteDeußen, Director of Surveys and Reporting at Great Place to Work in Germany, says these firms traditionally have cared for and been fair to employees, but many owners have run them in a rather autocratic way.

‘Now they are listening more to employees, while still being caring and fair,’ Schulte-Deußen says.

More generally, Germany’s Best Workplaces have become more focused on the needs of individual employees over the past 12 years. Survey questions like ‘management encourages people to balance their work life and their personal life’ and ‘management shows a sincere interest in me as a person and not just an employee’ show a significant upward trend for Best Workplaces, Schulte-Deußen says. ‘More and more companies have become aware of the fact that a people-oriented workplace culture is an important factor for their success,’ he says.

Germany’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

95 90 85 80 75 70 65 2009/10

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Ireland Ireland’s Best Workplaces posted a slight gain in trust levels between 2009/10 and 2013/14. The country’s benchmark Trust Index© score rose from 80 to 81.

This modest rise comes despite the roller coaster economy Ireland has experienced in recent years, with rapid-fire periods of expansion and contraction. John Ryan, CEO of Great Place to Work in Ireland, attributes the relative stability of trust levels at the country’s Best Workplaces to the resiliency that such companies enjoy thanks to their strong cultures.

In another sign of European Best Workplaces paying greater heed to individual employee needs, Ireland’s top workplaces are getting out ahead of the work-life balance issue, Ryan says. In particular, they are training lowerlevel supervisors how to prevent excess stress among team members. ‘Line managers have become pivotal players in this and our Best Workplaces are upping the levels of development in this area,’ Ryan says. ‘Vitally, they are also identifying potential managers with real people management skills rather than just administrative-related skills.’

Ireland’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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Portugal Portugal’s Best Workplaces improved their trust levels between 2009/10 and 2013/14. The country’s benchmark Trust Index© score rose from 82 to a high of 86 in 2012/13. Although the benchmark dropped last year, it nevertheless finished at 83.

As with other Southern European nations, Portugal’s Best Workplaces have been coping with challenging economic conditions in recent years. Sandrine Lage, Director of Great Place to Work in Portugal, says one possible explanation for the increased trust levels concerns the national context of many layoffs and high unemployment. Employees may have valued their job at a great workplace to a greater extent, she says. Companies consistently making the Best Workplaces in Portugal lists tend to outperform peers with respect to recruiting and retaining talent, Lage says. These firms stand out for better communication between employees and management, more shared decision-making and a stronger commitment to corporate social responsibility.

A greater willingness to have fun also separates the best from the rest, Lage says. ‘The celebration of special dates and events seems to be quite well perceived and appreciated by the employees,’ she says.

Portugal’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

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100 Best Workplaces in Europe 2014

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The Netherlands Trust at the Best Workplaces in the Netherlands has been steady from 2009/10 to 2013/14. The country’s top workplaces began with a benchmark score of 81, slipped to 80 in 2010/11, and have held steady at 81 the past three years.

The Best Workplaces in the Netherlands are standing out from their peers by leaving behind the ‘bunker mentality’ of troubled economic times and looking ahead to the future, says Erik van Riet, CEO of Great Place to Work in the Netherlands. Scores on the Trust Index© statement ‘Management has a clear view of where the organization is going and how to get there’ rose from 71 in 2013 to 75 in 2014 among Best Companies. Among companies that didn’t make the country’s Best Workplaces lists, the average score fell from 47 in 2013 to 46 in 2014.

In many cases, the new strategies at the Best Workplaces are bold and account for stakeholders beyond employees, customers and shareholders, van Riet says. For example, Best Workplace Tony’s Chocolonely has a mission to eradicate child slave labour from the world’s cocoa trade. Such Best Workplaces ‘don’t talk about social responsibility,’ van Riet says. ‘They do it.’

The Netherland’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

95 90 85 80 75 70 65 2009/10

2010/11

2011/12

2012/13

2013/14

31

Switzerland Trust levels at Switzerland’s Best Workplaces have held relatively steady over the past five years. The country’s benchmark Trust Index© score began and ended the period from 2009/10 to 2013/14 with a score of 84.

That benchmark is higher than in most European countries. And it has something to do with Switzerland’s strong economy, says Michael Hermann, CEO of Great Place to Work in Switzerland. In contrast to some European nations, Switzerland has avoided an economic downturn in recent years. As a result, there is high demand for highly educated employees—pressuring companies to woo workers with a compelling culture. ‘Companies need to do a lot to get the best people,’ he says. ‘’War’ for talent is not just a word in Switzerland, with the unemployment rate around 3 percent.’

The information technology industry as well as the pharmaceutical-medical technology field have been leading the way toward better workplaces in Switzerland, Hermann says. On the other hand, the banking world has a ways to go. ‘The financial industry has struggled,’ he says. ‘It has not been offering great working conditions or trust.’

Switzerland’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

95 90 85 80 75 70 65 2009/10

2010/11

2011/12

2012/13

2013/14

100 Best Workplaces in Europe 2014

32

Denmark In Denmark, trust levels at the Best Workplaces proved stable between 2009/10 and 2013/14. The country’s Best Workplaces began and ended the period with a benchmark score of 88.

Ditte Vigsø, Managing Director of Great Place to Work in Denmark, says companies in the country used to view being a great workplace as an end in itself. Now they are more aware of the link between healthy cultures and business results. A great workplace is now considered ‘as a precondition for achieving organisational objectives and executing on the strategy,’ she says. ‘In other words, creating a great workplace has become increasingly important.’

A large percentage of the Best Workplaces in Denmark in 2013/14 had been recognised as a Best Workplace before. Forty of the 60 best workplaces were also on the Danish list the prior year, and, of these, 31 workplaces have been among the Best Workplaces at least 3 times since 2001/02. In other words, being a great workplace is not just a ‘flavour of the month’ fad for these firms. ‘Creating and sustaining a great workplace is integrated into their culture, values and strategies,’ Vigsø says.

Denmark’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14

95 90 85 80 75 70 65 2009/10

2010/11

2011/12

2012/13

2013/14

33

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100 Best Workplaces in Europe 2014

34

OTHER COUNTRY FINDINGS

Belgium’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14 95 90 85 80 75 70 65 2009/10

2010/11

2011/12

2012/13

2013/14

Norway’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14 95 90 85 80 75 70 65 2009/10

2010/11

2011/12

2012/13

2013/14

35 France’s Best Workplaces: Trust Index Benchmark 2009/10-2013/14 95 90 85 80 75 70 65 2009/10

2010/11

2011/12

2012/13

2013/14

Turkey’s Best Workplaces: Trust Index Benchmark 2012/13-2013/14 95 90 85 80 75 70 65 2009/10

2010/11

2011/12

2012/13

2013/14

Luxembourg’s Best Workplaces: Trust Index Benchmark 2011/12-2013/14 95 90 85 80 75 70 65 2009/10

2010/11

2011/12

2012/13

2013/14

100 Best Workplaces in Europe 2014

36

Fast Facts about the Best 100 Workplaces in Europe 2014

37

Data Point

2014

2013

19

19

0

0%

# of participating companies in the contest:

2.330

2.119

211

10%

# of employees represented in the competition:

1.555.540

1.357.985

197,555

15%

# of valid surveys received

681.848

589.255

92.593

16%

# of employees represented by the 100 companies:

256.452

314.392

-57.940

-18%

Great Place to Work countries contributing to list makers:

Difference

Percentage increase

Number of participants historically

2500 2000 1500 1000 500 72 2007

2008

2009

2010

2011

2012

2013

2014

100 Best Workplaces in Europe 2014

38

Turkey, 2% Greece, 2%

Luxembourg, 0.4%

Portugal, 3%

UK, 13%

Poland, 4% Norway, 4% Finland, 4%

Germany, 9%

Austria, 4%

Country Distribution

Switzerland, 5%

Denmark, 9%

The Netherlands, 5% Spain, 7%

Belgium, 5%

Sweden, 7%

France, 5% Italy, 6%

Social Services and Government Agencies, 3% Media/Online Internet Services, 3%

Ireland, 6%

Others, 2%

Hospitality, 3% Construction, Infraestructure & Real Estate, 3%

Information Technology & Telecommunications, 37%

Health Care, 4%

Biotechnolgoy & Pharmaceuticals, 5%

Industry Distribution Manufacturing % Production, 7%

Financial Services & Insurance, 7%

Retail, 8%

Professional Services, 18%

39

Culture Audit© Data Points 2012

2013

2014

35

31.9

30.0

R Twining, 306 years

R Twining, 307 years

Irma (Denmark) and SC Johnson, 128 years old

Growth in terms of employees

11%

7%

6%

New Jobs

6.032

7.172

15.835

Women in executive management positions

23%

26%

26%

Median Voluntary Turnover

5%

5%

5%

Average Application rate (job applications per existing employee)

9.00

8.61

9.38

Max Application rate (the highest ratio of applications per employee)

Balumba Spain.

24,352 Applications and 274 employees; 89 applications per existing employee

Balumba Spain. 23,966 Applications and 310 employees; 77 applications per existing employee

Key Solutions in Sweden. 7,760 applications and 75 employees; 106 applications per existing employee

Average training hours

71

80

96

% Increase in revenues compared to last year

NA

NA

9%

Absenteeism

NA

NA

2%

% of companies that support employees with classes not related to work

NA

NA

51%

92%

92%

92%

Average Age in Years Oldest

% of employees who answered positively to the overall statement ‘Taking everything into account, I would say this is a great place to work.’

100 Best Workplaces in Europe 2014

40

45% Men, 57%

55%

Women, 43%

Gender Distribution

EU LATAM

Executive/Senior Manger, 6% Manager Supervisor, 18%

5% 13%

Distribution by jobs 81%

Staff - Non management, 75%

41

55 or older, 3% 45 to 54 years, 11%

3%

25 years or younger, 41%

10% 36%

Distribution by age

19%

34 to 44 years, 20%

32%

26 to 34 years, 25%

100 Best Workplaces in Europe 2014

42

Trust Index © Results by list category 94

93

92

92

91

90 88 86

86

85

85

84 82

81

81 80

80 78

Top 25 MNCs

Top 25 Large 2012

Top 50 SMEs

2013

2014

Trust Index © Dimension Scores 2014 95 94 92 90 88 86 84 82 80 78 Credibility

Respect

Top 25 MNCs 2014

Fairness Top 25 Large 2014

Pride

Camaraderie Top 50 SMEs 2014

43

Trust Index Š Results by Industry Information Technology & Telecom Professional Services Retail Financial sector and services Manufacturing & Production Biotech 74

76

78

80

82

84

86

88

90

92

European Top 100 2014 compared to other regions

92

88 86

91

91

90

90

89

88 88 87

89 89 87 87

86

87

86

85

86 84

84

84 82 80 Europe Top 100 2014

LATAM Top 100 2014

USA Fortune 100 Best 2014

Trust IndexŠ Score

Credibility

Respect

Fairness

Pride

Camaraderie

100 Best Workplaces in Europe 2014

44 44

Most improved statements since 2003

95 93 91 89 87 85 83 81 79 77 75 73 71 69 67 65 63 61 59 57 55 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

I am able to take time off from work when I think it´s necessary People avoid politicking and backstabbing as ways to get things done I feel I receive a fair share of the profits made by this organization I want to work here for a long time

4545

Trust Index Statements with the biggest improvement 2013 to 2014

95 93 91 89 87 85%

85 83 81

83%

84%

82%

83%

80%

79

78%

77 75

77% 75% 75%

73 71 69 67 65 63 61 59 57 55 2013

2014

People are encouraged to balance their work life and their personal life Manager avoid playing favorites Promotions go to house who best deserve them Everyone has an opportunity to get special recognition People avoid politicking and backstabbing as ways to get things done

100 100 Best Best Workplaces Workplaces in in Europe Europe 2014 2014

46

The 100 Best Workplaces in Europe 2014 list

47

25 Best Multinational Workplaces Rank

Company name

Country

Industry

Number of Employees in listed countries

1

Microsoft

Austria, Belgium, Denmark, Finland, France, Germany, Greece, Ireland, Italy, Norway, Poland, Portugal, Spain, Sweden, Switzerland, The Netherlands, UK

Information Technology / Software

13.475

2

W.L. Gore & Associates

France, Germany, Italy, Spain, Sweden, UK

Manufacturing & Production

2.290

3

Admiral Group • Admiral Group (UK • Balumba & Qualitas Auto (Spain) • ConTe.it (Italy)

Italy, Spain, UK

Financial Services & Insurance

5.743

4

SAS Institute

Belgium, Finland, France, Germany, Italy, Poland, Portugal, The Netherlands

Information Technology / Software

1.831

5

NetApp

Austria, France, Germany, Switzerland, The Netherlands, UK

Information Technology / Hardware

1.583

6

Cisco Systems

Austria, Italy, Norway, Portugal, Spain, Switzerland

Information Technology

1.783

7

EMC Computer Systems

Austria, France, Germany, Ireland, Italy, Poland, Spain, Sweden, Switzerland, The Netherlands, Turkey, UK

Information Technology / Storage - Data Management

7.335

8

Diageo • Diageo Demand (Ireland) • Diageo Supply (Ireland)

Belgium, Germany, Greece, Ireland (2), Spain, The Netherlands, UK

Manufacturing & Production / Beverages and tobacco

2.186

9

eBay

France, Germany, Ireland, Switzerland, UK

Retail

4.732

10

Mars • Mars (Belgium, Denmark, France, Germany, Greece, Ireland, Italy, Spain, Switzerland) • Royal Canin (Italy, Spain, Poland, Portugal) • Wrigley (Spain, Sweden)

Belgium, Denmark, France, Germany, Greece, Ireland, Italy (2), Poland, Portugal, Spain (3), Sweden, Switzerland

Manufacturing & Production / Food products

6.315

11

Volkswagen Financial

Germany, Italy, UK

Financial Services & Insurance / Banking/ Credit Services

5.927

12

Affecto • Karttakeskus (Finland)

Denmark, Finland (2), Norway

Information Technology / IT Consulting

625

100 Best Workplaces in Europe 2014

48 Rank

Company name

Country

Industry

Number of Employees in listed countries

13

Mundipharma Medical Company

Austria, Spain, Switzerland

Biotechnology & Pharmaceuticals

14

McDonald's

Belgium, Denmark, Finland, France, Ireland, Sweden, Switzerland, The Netherlands, UK

Hospitality / Food and Beverage Service

15

"Daimler Financial Services -Daimler Financial Services (France, Spain) -Mercedes-Benz Bank (Poland) -Mercedes-Benz Finansman (Turkey)"

France, Poland, Spain, Turkey

Financial Services & Insurance

16

AbbVie

Austria, Denmark, Germany, Ireland, Italy, Norway, Poland, Portugal, Spain, The Netherlands

Biotechnology & Pharmaceuticals / Pharmaceuticals

5.325

17

Hilti

Denmark, Poland, Sweden, The Netherlands, Turkey

Retail / Specialty

1.067

18

Roche

Denmark, Finland, Greece, Turkey

Biotechnology & Pharmaceuticals / Pharmaceuticals

784

19

Adecco Group • Adecco (Belgium, Denmark, Luxembourg, Spain, Sweden, The Netherlands, UK) • Ajilon (The Netherlands) • Computer People (UK) • Spring Technology (UK) • Office Angels (UK)

Belgium, Denmark, Luxembourg, Spain, Sweden, The Netherlands (2), UK (4)

Professional Services / Staffing & Recruitment

4.405

20

FedEx Express

Belgium, Ireland, Italy Spain, Switzerland

Transportation / Package & Freight transport

3.758

21

JTI – Japan Tobacco International

Greece, Ireland, Italy, Spain

Manufacturing & Production / Beverages and Tobacco

852

22

SC Johnson

Germany, Italy, Poland, UK

Manufacturing & Production // Personal and Household goods

521

23

Medtronic

Austria, Germany, Italy, Portugal, Spain, The Netherlands, UK

Biotechnology & Pharmaceuticals

3.285

24

"Quintiles • Quintiles (Italy, Poland, Spain, UK) • Quintiles Commercial Germany (Germany)"

Germany, Italy, Poland, Spain, UK

Biotechnology & Pharmaceuticals

4.893

25

Hyatt

France, Germany, UK

Hospitality / Hotel/Resort

2.355

198 133.744

497

49

50 Best Small and Medium-sized Workplaces 2014 (50-500 employees) Rank

Company name

Country

Industry

Number of employees

1

Cygni

Sweden

Information Technology / IT Consulting

51

2

Bofællesskaberne Edelsvej

Denmark

Social Services and Government Agencies

64

3

Key Solutions

Sweden

Professional Services / Business Process Outsourcing / Call centers

73

4

One Vision Housing

UK

Construction, Infrastructure & Real Estate

255

5

Hartmanns

Denmark

Professional Services / Staffing & Recruitment

114

6

Centiro

Sweden

Information Technology / Software

73

7

Webstep

Norway

Information Technology / IT Consulting

269

8

Vincit

Finland

Information Technology / Software

85

9

Conscia

Denmark

Information Technology / IT Consulting

52

10

Fondia

Finland

Professional Services / Legal

102

11

Herning Kommunale Tandpleje

Denmark

Health Care

69

12

Impact International

UK

Professional Services / Consulting – Management

81

13

Axcess

Denmark

Information Technology / IT Consulting

179

14

AE

Belgium

Information Technology / IT Consulting

152

15

Mjølner Informatics

Denmark

Information Technology / IT Consulting

73

16

Piteå Kommun städenheten

Sweden

Social Services and Government Agencies / General public administration activities

86

17

Core Media

Ireland

Professional Services / Advertising and Marketing

165

18

Abakion

Denmark

Information Technology / IT Consulting

51

19

St. Gereon Seniorendienste gemeinnützige GmbH

Germany

Health Care

312

20

UMB AG

Switzerland

Information Technology

117

21

Gatewit

Portugal

Information Technology

95

22

Arcusys

Finland

Information Technology / Software

71

23

Liquid Personnel

UK

Professional Services / Staffing & Recruitment

57

24

Vertica

Denmark

Information Technology / IT Consulting

51

100 Best Workplaces in Europe 2014

50 Rank

Company name

Country

Industry

Number of employees

25

Propellernet Ltd

UK

Media / Online Internet Services

52

26

EiendomsMegler 1 MidtNorge

Norway

Construction & Real Estate - Real Estate

194

27

Version 1

Ireland

Information Technology / Software

338

28

Tenant & Partner

Sweden

Construction, Infrastructure & Real Estate / Real Estate

55

29

Middelfart Sparekasse

Denmark

Financial Services & Insurance / Banking/Credit Services

210

30

OMICRON electronics GmbH

Austria

Manufacturing & Production / Electronics

417

31

Baringa Partners

UK

Professional Services / Consulting Management

287

32

Blocket

Sweden

Media / Online Internet Services

125

33

Stretch

Sweden

Information Technology / IT Consulting

133

34

Umoe Consulting

Norway

Information Technology / IT Consulting

59

35

Goodman Masson Ltd

UK

Professional Services / Staffing & Recruitment

116

36

Ergon Informatik AG

Switzerland

Information Technology / Software

192

37

MaibornWolff GmbH

Germany

Information Technology

110

38

REWE Markt GmbH, Zweigniederlassung West

Germany

Professional Services

397

39

mnemonic

Norway

Information Technology / IT Consulting

108

40

Spirit Link GmbH

Germany

Professional Services

56

41

Madgex

UK

Information Technology / Software

54

42

ORMIT

Belgium & The Netherlands

Professional Services / Consulting – Management

166

43

Solita

Finland

Information Technology / IT Consulting

245

44

Intuit UK

UK

Information Technology / Software

81

45

Brand Learning

UK

Professional Services

101

46

ANECON Software Design und Beratung G.m.b.H.

Austria

Information Technology / IT Consulting

129

47

EASI

Belgium

Information Technology

130

48

PasàPas

France

Information Technology // IT Consulting

54

49

Teleopti

Sweden

Information Technology // Software

132

50

Globoforce

Ireland

Professional Services

130

51

25 Best Large Workplaces 2014 (500+ employees) Rank

Company name

Country

Industry

Number of employees

1

Davidson Consulting

France

Professional Services / Consulting Engineering

890

2

domino-world™

Germany

Health Care / Residential care services

535

3

Torfs

Belgium

Retail

4

Capital One (Europe) plc

UK

Financial Services & Insurance

5

Accent Jobs

Belgium

Professional Services / Staffing & Recruitment

598

6

Softcat Limited

UK

Information Technology / IT Consulting

542

7

ROFF

Portugal

Information Technology / IT Consulting

528

8

Immobilien Scout GmbH

Germany

Media / Online Internet Services

706

9

Beierholm

Denmark

Professional Services /Accounting, Bookeeping and Auditing

656

10

EnergiMidt

Denmark

Manufacturing & Production / Energy Distribution

762

11

BIPA Parfümerien GmbH

Austria

Retail / Drug store

12

Sparda-Bank München eG

Germany

Financial Services & Insurance / Banking-Credit Services

728

13

Comwell Hotels

Denmark

Hospitality

560

14

Rackspace

UK

Information Technology / Storage/ Data Management

977

15

Irma

Denmark

Retail / Food Grocery

2.350

16

Heiligenfeld Kliniken

Germany

Health Care / Hospital

682

17

Bouvet

Norway & Sweden

Information Technology / IT Consulting

988

18

Pentland Brands

UK

Retail / Clothing Textile -Footware

1.203

19

Diamantis Masoutis S.A. SuperMarkets

Greece

Retail / Food Grocery

6.140

20

3

Sweden

Telecommunciations

1.534

21

Bright Horizons Family Solutions

UK

Education & Training

3.138

22

Topaz Energy Limited

Ireland

Retail / Specialty

1.600

23

Pramerica Systems Ireland

Ireland

Financial Services & Insurance Investments

1.040

24

Extia

France

Professional Services // Consulting Engineering

25

SBK SiemensBetriebskrankenkasse

Germany

Social Services and Government Agencies // Human health and social work activities

583 1.000

4.068

514 1.853

100 Best Workplaces in Europe 2014

52

Profiles of the Three Top Companies Best Multinational Company to Work for in Europe 2014

Winner

Microsoft

full potential,’ and it takes that idea seriously for its own people as well.

Microsoft employs more than 100,000 people across the globe, but it is one of the best companies in Europe for respecting its employees as individuals.

The company’s tagline is ‘software, services and solutions that help people and businesses realize their

In the United Kingdom, for example, employees have 24 hours access to e-learning and are encouraged to focus on their career development.

The company also organizes ‘Take Care of Your Career’ weeks, a series of events and workshops that are available to all employees giving them the opportunity to ask the big career questions. Microsoft also schedules a number of individual

53

career coaching workshops. This is complemented by a Careers Fair which gives employees the opportunity to learn about other areas of the business from the teams themselves and understand roles that are available in more detail.

In addition, high potential Microsoft employees in the UK are given the opportunity to present their career goals and development plan to a panel of senior leaders within the business, gaining their feedback and building their network across the business.

Beyond professional development and advancement, Microsoft is at the forefront of the wellbeingat-work movement. Microsoft UK employees are encouraged to have some meetings outdoors or take a walk rather than sitting inside in a meeting room. To inspire employees and management to do this, several suggestions for different walks have been created. The company’s intranet provides examples and routes for 30 and 60 minutes walks.

Large companies can struggle to be transparent. But once again, Microsoft is on the cutting edge with respect to revealing to staff what has long been hidden. All compensation details, including salary bands by level, are published on the company intranet for all to see.

For a glimpse into how Microsoft cares for individual employees, consider how it responded to the case of a Microsoft Ireland employee who was diagnosed a few years ago with myelofibrosis, a potentially fatal disorder of the bone marrow. In the wake of a stem-cell transplant, the employee’s immune system was immature. Microsoft Ireland facilitated his return to work by giving him his own office to minimize risk of infection. And colleagues rallied behind him.

‘The understanding and support of my team mates, HR and the org in general is just fantastic,’ he wrote in a note. ‘I can’t imagine a better company than Microsoft to work for when something happens to you like that what happened to me.’

Fun is a factor in wellness as well, and the software company puts hard dollars behind merriment at Microsoft. Microsoft UK sponsors events like Team Building Cookery School and it has ‘Morale Budgets’ that can be used by teams for just about anything they decide sounds like a good time.

100 Best Workplaces in Europe 2014

54

Best Large Company to Work for in Europe 2014

Davidson Consulting was ‘born’ a best workplace.

That is, an employee-first culture was a founding principle of the French technology advisory firm at its launch eight years ago.

Edouard Mandelkern, the company’s president, says the twin goals from the outset were to attract the very best software engineers and to make the company a kind of ‘home’ to employees. By ‘home,’ Davidson’s founders meant they would involve employees in decision-making and allow them to feel that the business had the warmth of a family rather than the cold, impersonal tone of a traditional corporation.

The two aims were mutually reinforcing: a compelling culture would draw top talent, who would in turn make Davidson more desirable still. ‘In order to attract the best engineers we had to be attractive,’ Mandelkern says.

Winner

Davidson Consulting

At the time, this strategy was radical for France’s information technology industry, Mandelkern says. Conncerns about the bottom line tended to rule decisions about talent, rather than a commitment to long-term relationships with employees. But the high-road path has paid off for Davidson Consulting.

The company has grown to roughly 1,000 employees, and its revenue jumped from €78 million in 2012 to €87 million in 2013. The company expects to forecast €105 million this year.

Part of the success stems from Davidson’s dramatically low employee attrition. In an industry where 30-35 percent annual turnover of technology consultants is common, Davidson’s turnover is about 7 percent Mandelkern says.

Davidson cultivates its family-feel a number of different ways. It sponsors many social events for employees, provides funds so staff can produce events of interest—including a training on first aid for babies and children—and is even building a home for young employees who struggle to find housing in the highcost Paris area.

55

These days, what was once an odd newcomer to the IT sector is a respected role model. Mandelkern says some competitors are ‘trying to follow this path.’

Here’s what one Davidson employee said about the company recently: ‘We are proud to say we know

almost everyone in the company outside of work, and we do not ‘live to work.’ They are interested in us on a human level.’

Davidson may have grown up, but it hasn’t changed the people-first ethos it was born with.

Best Medium-size Company to Work for in Latin America 2014

If you still think software programmers are lone-wolf types that operate best in isolation, you ought to visit Swedish technology consulting firm Cygni. Strong social bonds are central to the culture and the success of the 60-employee company.

Every three weeks, Cygni leaders host a gathering of the technology professionals, who spend most of their days at client sites on system development projects. At those reunions—which happen more

Winner

Cygni

frequently at Cygni than at other tech advisory firms—colleagues share updates from projects, listen to guest speakers on cutting edge computer trends and simply connect, says Jon Persson, CEO of Stockholm-based Cygni. ‘After the meetings, we’ll then have dinner,’ he says. ‘We drink beer and socialize.’

Socializing happens throughout the year at Cygni. The 8-year-old company sponsors a summer party, an annual kick-off meeting and party at a nice hotel, a winter ski trip and a Christmas party.

It’s not just about having fun, Persson explains. The contemporary approach to software coding all but requires healthy interpersonal ties. It’s called ‘agile’ software

100 Best Workplaces in Europe 2014

56

development, and involves teams of two or more people wrangling with the same computer instructions, often side-by-side. These teams generate rapid-fire prototypes that are tested by peers and customers, then revised.

‘The old image is of a programmer sitting in a corner by himself,’ Persson says. ‘You can’t do that anymore.’

In fact, Cygni devotes considerable effort to hiring only people that will fit into its climate of collaboration.

Job candidates are interviewed by multiple Cygni employees—not just managers—and every interviewer has the power to veto an offer letter.

Candidates also must tackle a technology project and defend their work. ‘We want to avoid people who tend not to be able to take criticism,’ Persson says, ‘who never agree that they’re wrong.’

Clients, noticing Cygni’s tiny trickle of turnover (about 1 person a year), have come to seek Cygni’s advice on hiring in addition to systems integration projects.

And overall, Cygni’s combination of high hiring standards, company community-building and keen attention to the work wishes of each employee has proven successful.

The firm has grown revenue by about 25 percent each of the past five years.

A great workplace—and how team solidarity translates into great service—is now a selling point for Cygni when pitching to new clients, Persson says: ‘We talk a lot about our culture.’

So much for the era of solitary coders.

Is your organisation a great workplace?

With more than 15 years of experience in Europe and more than 25 years in the world, at Great Place to Work速 we help companies improve their workplace.

57

We are the only organization specialized in the study of organizational climate and supporting organizations to create a great workplace culture. We developed a unique know how to help companies create and sustain a high trustorganization.

100 Best Workplaces in Europe 2014

58

Special Awards and Winner Profiles Great Place to Work® would like to recognize three companies for extraordinary practices in three of the nine Culture Audit© Practice Areas.

Great Place to Work® is proud to present three special awards for Community Involvement, Innovative Hiring, and a Culture of Fun. The award winners were chosen from among the 100 companies that appear on this year’s three lists. All companies were eligible, regardless of size. To be considered for the award, we looked at the breadth and variety of programs and policies in each of these areas that distinguish Best Workplaces from their counterparts.

The awards are based upon the nine Culture Audit(c) Practice Areas, the areas where companies can effectively build high levels of trust – and therefore a great workplace.

The nine practice areas are organized along three core themes: achieving organizational objectives; people giving their personal best; and working together as a team or family.

We present three awards each year, cycling through one of these three core themes. This year’s awards cover the theme of ‘Working together as a team or family’ and feature awards for Sharing (community involvement), Hiring (innovative hiring) and Celebrating (a culture of fun).

59

Community involvement

Culture of Fun

Innovative hiring

Winner

Microsoft

Admiral/ConTe.it

FedEx

Runner Up

Cisco

Hartmanns (Dk)

Capital One (UK)

Runner Up

Volkswagen

Roff (Pt)

Immobilien Scout (Ger)

‘Community Involvement’

Microsoft earns this award thanks to its wide variety of public service activities, the way employees have a voice in choosing how to support the community, and the integration of these initiatives with Microsoft’s overall mission to ‘help people and businesses realize their full potential’ through technology. In Italy, for example, the company worked with the Associazione Italiana Persone Down (Italian Association for People with Down Syndrome) to provide people with Down Syndrome with personal computer skills and to

Winner

Microsoft

improve virtual communication in interpersonal relationships. The initiative grew out of volunteer work

by Microsoft employees at the Association, and participants were welcomed in the Microsoft Office in Rome. Also in Italy, Microsoft has worked with volunteer services organization Ciessevi to provide computer training so volunteers could be more efficient in carrying out charitable missions. And through its ‘Silver Network’ project, Microsoft offers computer courses for senior citizens.

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‘Culture of Fun’ Winner

Admiral/ConTe.it

UK car insurance company and its Italian subsidiary ConTe.it turn fun into serious business. To signal just how important a good time at work is, the organizations have ‘Ministries of Fun’ charged with organizing playful activities. To keep things fresh and involve all employees in the fun, the Ministry of Fun responsibility rotates through different departments on a monthly basis.

In Italy, the 2013 Ministry of Fun budget was nearly € 15,000. Xbox games, Valentine’s Day celebrations and a treasure hunt are among the

activities organized by the ConTe. it Ministry of Fun—and many of the activities raise money for charity besides being a blast for employees.

In the UK, Admiral’s Ministry of Fun held an air-guitar challenge, Wii competitions and bake-offs. And that’s not all. Every second summer, Admiral holds a large-scale event for all employees and their partners.

The most recent one took place on the grounds of Cardiff Castle and included a 25 metre-long bar, a mini golf course and a fireworks show.

Serious fun indeed.

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‘Innovative Hiring’ Winner

FedEx

At FedEx, ‘how’ people act it is as important as ‘what’ they do—and the package delivery company bakes that philosophy into its hiring.

The company has gone beyond a traditional job description of the skills needed in a particular position to include a ‘behavioral profile’ for each of its positions. These profiles reflect the competencies for each job—the behaviors required for success— and are based on customer needs and the characteristics of FedEx’s existing top performers. These profiles are shared with candidates, who are assessed through behavioral

interviews. Interview questions are designed to capture the candidate’s attitude toward Fedex’s culture of doing ‘whatever it takes’ to serve customers well. FedEx also stands out for a proactive approach to internal advancement. Through career opportunity workshops, employees are given information regarding how to reach higher positions in the organization. In addition, FedEx offers individualized coaching for every area of the recruiting process, including interview techniques.

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Methodology The following is a description of the methodology used for the countryby-country analysis of trust trends, the examination of regional best workplaces over time, and the annual Best Workplaces in Europe list.

Country-by-Country Analysis Our study of trust levels in the best workplaces in different countries from 2009/10 to 2013/14 centers on Trust Index scores. Trust Index scores reflect the average response of employees to 58 statements that capture the trust, camaraderie and pride within a company. The scores for all the statement are averaged for an overall company Trust Index score. We took the average of overall Trust Index scores for all companies on national best workplaces lists to

create a Trust Index benchmark for each country for each year in the study.

By national lists, we refer to the central annual lists of best workplaces published by Great Place to Work affiliates in Europe. We did not include local or industry-specific lists.

Regional Best Workplaces Analysis The regional analysis is based on Trust Index scores of companies on the Best Workplaces in Europe lists.

For each year from 2003 to 2014, we found the average of overall Trust Index scores for the companies on the Best Workplaces in Europe list to create an annual benchmark.

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The Best Workplaces in Europe 2014 In order to be a candidate for the regional list “Best Workplaces in Europe” a company must have appeared on a Best Workplace list in one of the European countries.

During the current 2013-2014 cycle, more than 800 companies were listed in the 19 national Best Workplaces lists in the region. This group of companies was eligible to be considered for the regional list.

The companies on the Best Workplaces in Europe List appear in three categories: • Best Multinational Workplaces • Best Large Workplaces – More than 500 employees • Best Small&Medium-sized Workplaces – Between 50 and 500 employees.

Best Multinational Workplaces Multinational companies need to meet the following criteria in order to be eligible in this category: • The company has at least 1.000 employees worldwide • At least 40% of the company’s employees work outside the country where it is headquartered • The company has been recognized in at least three national lists in Europe

Multinational companies that do not meet these criteria automatically compete on the two other size category lists. Depending the number of employees, all national companies compete on either of the two size categories lists.

When putting together a regional list, companies are evaluated and obtain a place on the list using the same criteria used on a national list.

However, companies competing within the multinational category receive extra points according to the number of countries that are represented in national rankings within that region, as well as the total number of employees who represented in the survey process.

Consequently, multinational companies receive extra credits for their efforts to become a great workplace if they survey employees in several countries. The more countries a company appears on a national list, the higher the credit the company receives.

Multinationals that appear on the regional list can only occupy one position. The scores of these companies are averaged and weighted by their specific number of employees . Multinational scores are only averaged for companies that share a common culture among countries.

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Š2014 Great Place to WorkŽ Institute, Inc. All rights reserved.