Learn about the latest organizational culture trends, best practices, and research from the global authority on workplace culture.
Employee wellbeing has become an increasingly crucial driver of organisational performance, engagement, and long-term sustainability. As the nature of work continues to evolve, organisations are being called to move beyond traditional measures of success and prioritise the holistic wellbeing of their people.
To better understand the current state of workplace wellbeing in Nigeria, we conducted a national survey to capture employee experiences across different demographics, organisations, and industries.
Methodology
The survey was administered using a structured Likert scale format, with responses ranging from “Almost always true” to “Almost always untrue.”
Five key wellbeing statements were deployed to assess how employees perceive wellbeing within their organisations. Responses were aggregated to provide an overall view of workplace wellbeing across Nigeria.
Overall Wellbeing Insights
The findings reveal a mixed picture of employee wellbeing across organisations. Only half of employees in Nigeria report positive wellbeing at work, highlighting the importance for organisations to improve employee experience.
Key Insight: 1 in 2 employees report positive wellbeing at work, while the remaining half experience either inconsistent or poor wellbeing.
50% of respondents reported positive wellbeing experiences, 21% remained neutral, reflecting inconsistent experiences, and 29% reported negative experiences, indicating gaps in workplace wellbeing efforts
Workplace Wellbeing Experience
Analysis of the five wellbeing statements reveals varying employee experiences across organisations.
While some employees feel supported and valued, a notable proportion report inconsistencies in how wellbeing is prioritised.
The notable share of neutral responses indicates that wellbeing practices are not yet consistently embedded across many organisations, while the remaining negative responses point to a lack of formal wellbeing structures within their workplaces.
Demographic Insights
Key insights from the survey reveal that employee wellbeing is not experienced uniformly, with significant variations observed across gender, employment type, industries, and work structures.
Industry Distribution and Wellbeing Outcomes
Analysis of wellbeing across industries reveals notable differences in employee experience. Findings show that employees in the Information Technology (IT) sector report the highest levels of wellbeing, while those in the Healthcare industry report the lowest.
Several factors may explain this disparity. The IT sector often benefits from:
- Greater flexibility in work arrangements
- Higher adoption of digital tools that enable efficiency
- Stronger emphasis on employee experience and workplace culture
In contrast, the Healthcare sector is typically characterised by:
- High-pressure work environments
- Long and irregular working hours
- Emotional and physical demands associated with patient care
These conditions may contribute to lower wellbeing scores, highlighting the need for more targeted wellbeing interventions within the healthcare industry.
Work Structure and Wellbeing
The wellbeing survey insights show wellbeing is similar across work arrangements, with remote employees experiencing slightly lower levels than their on-site and hybrid counterparts.
While remote work is often associated with flexibility, this finding suggests a more complex reality. Possible explanations include Increased feelings of isolation and reduced social interaction, blurred boundaries between work and personal life, limited access to organisational support systems, and lack of engagement activities.
On the other hand, onsite and hybrid work arrangements may provide:
- Greater opportunities for collaboration and connection
- Clearer structure and routine
- Stronger visibility of organisational support and resources
Employment Type and Wellbeing
Full-time employees reported the highest wellbeing scores. This is most likely due to the benefits of stability, structured work environments, and access to organisational support. Self-employed respondents followed closely, suggesting that while autonomy positively influences wellbeing. Although it may be offset by factors such as income uncertainty and limited support systems.
In contrast, freelance respondents reported the lowest wellbeing scores (47%), which may be due to factors such as reduced job security, inconsistent income, and limited access to organisational benefits. While freelancers operate independently and are primarily responsible for their overall wellbeing, organisations can better support them by introducing structured contracts, ensuring timely payments, and fostering a sense of inclusion within teams.
Gender and Wellbeing
Male employees report slightly higher wellbeing scores (51%) compared to female employees (46%), indicating a gap in workplace experience that may be affecting women’s overall wellbeing.
This disparity highlights the need for organisations to adopt more targeted and inclusive wellbeing strategies for women. This includes fostering a culture of psychological safety, investing in mentorship and career development opportunities, promoting flexible work arrangements, and providing access to tailored health and wellbeing resources.
Organisations should also consider policies that support women at critical life stages, such as adequate time off and flexible arrangements for pregnant and nursing mothers, to ensure they can balance their health, caregiving responsibilities, and professional growth.
In addition, strengthening female representation in leadership and leveraging data-driven insights to monitor wellbeing outcomes continuously addresses the unique needs of female employees and creates a more equitable workplace experience.
Certified Organisations vs National Benchmark
A comparison with Great Place to Work® Certified organisations highlights a significant gap: Certified organisations significantly outperform the National average, demonstrating that a strong culture of wellbeing is both achievable and impactful.
Why Employee Wellbeing Matters
Historically, wellbeing has often been seen as a “nice-to-have” rather than a core business priority. However, growing evidence reveals that organisations intentionally prioritising employee wellbeing build stronger foundations for sustained, long-term success.
At Great Place To Work®, our research consistently shows that organisations that invest in trust, fairness, and employee wellbeing build more resilient, high-performing workplaces, where higher levels of wellbeing are strongly linked to increased employee productivity, engagement, and overall business performance.
Workplace wellbeing is a strategic business priority. Certified organisations consistently outperform the market, driven by:
- Higher engagement – motivated, committed employees
- Greater productivity – teams perform at their best
- Stronger retention – lower turnover costs
- Stronger culture – trust, fairness, and inclusion
Organisations recognised as Great Place To Work® Certified consistently outperform non-certified organisations on key business metrics.
Conclusion
The findings from the National Wellbeing Survey highlight a clear opportunity for organisations across Nigeria to rethink and strengthen their approach to employee wellbeing.
While Certified organisations are setting the standard, the broader workforce experience reveals significant room for improvement. Closing this gap will require intentional efforts, consistent practices, and a commitment to creating environments where employees can truly thrive.
Each year, International Women's Day (IWD) provides an opportunity for the world to recognise women's voices and achievements as vital contributors across industries and organisations. It's also a day to reflect on the progress made toward gender equity and, more importantly, to examine what still needs to be done to build a society where everyone can thrive.
This year's theme, "Give To Gain", reminds us of a powerful truth: when organisations invest meaningfully in their people, they gain stronger performance, deeper engagement, and more sustainable growth. One of the most critical areas where this investment matters is women's wellbeing, just as it is important for everyone, both within and beyond the workplace.
In many organisations, conversations around gender equity often focus on representation or leadership opportunities. While these are crucial, the broader experience of women at work, especially as reflected in the Great Place To Work focus areas of Respect and Fairness, plays a critical role in shaping organisational culture and performance. These dimensions capture how women feel supported, valued, and psychologically safe at work.
The Wellbeing Gap in the Workplace
Research from Great Place To Work Nigeria consistently reveals that, despite significant workplace evolution in recent years, women across many organisations report lower levels of wellbeing compared to men. Factors such as increased workplace pressures and the ongoing challenge of balancing professional and personal responsibilities influence this gap.
Figure 1: Survey data shows that in certified organisations, female employees consistently report lower wellbeing scores compared to their male counterparts.
We must understand this gap and its implications because wellbeing is closely linked to workplace performance. When women feel emotionally, psychologically, and professionally supported, they engage more, collaborate better, and commit more fully to organisational goals. Conversely, when organisations overlook wellbeing, they risk losing valuable talent, creativity, and institutional knowledge.
Why Wellbeing Is a Strategic Business Priority
Historically, organisations view wellbeing as a "nice-to-have"; an added benefit rather than a business imperative. However, growing evidence shows organisations that prioritise employee wellbeing build stronger foundations for long-term success.
At Great Place To Work®, our research consistently reveals that workplaces prioritising trust, fairness, and employee wellbeing are more resilient and high-performing.
Figure 2: In Certified organisations, higher wellbeing leads to greater productivity, and employees with improved wellbeing are more willing to go the extra mile.
The state of an employee's wellbeing influences key performance outcomes such as:
- Employee engagement and motivation
- Productivity and innovation
- Talent retention
- Workplace trust
- Organisational resilience
When employees feel genuinely cared for by their organisation, they are more likely to contribute fully, collaborate effectively, and go the extra mile in their roles.
Essentially, when organisations create environments that support women's wellbeing, they unlock the full potential of a significant portion of their workforce.
In simple terms, when organisations give support, fairness, and opportunity, they gain commitment, performance, and growth.
The High-Trust Advantage
The link between wellbeing and business performance becomes even clearer when we look at companies that have intentionally built high-trust cultures.
Great Place To Work Certified organisations consistently demonstrate stronger workplace cultures, where employees report higher levels of trust in leadership, fairness in decision-making, and pride in their work. Also, these organisations outperform their peers across several key indicators.
Figure 3: Great Place To Work® Certified Organisations consistently outperform non-certified organisations in key business metrics.
This performance advantage is not accidental. It reflects the deliberate efforts to create exceptional employee experience and workplace culture as strategic drivers of success.
High-trust workplaces create environments where employees feel safe sharing ideas, taking initiative, and contributing to innovation. When women feel supported and empowered in these environments, organisations benefit from stronger collaboration, better decision-making, and more sustainable growth.
Moving from Awareness to Action
Recognising the importance of women's wellbeing is only the first step. Organisations must also translate this awareness into meaningful action.
Aligned with the IWD 2026 theme, #GiveToGain, leaders must reflect on what they need to give to build environments where both people and performance can thrive.
Some key areas organisations can focus on include:
1. Inclusive Leadership Practices
Leaders play a crucial role in shaping workplace culture. Inclusive leaders actively listen to diverse perspectives, ensure equitable opportunities, and create environments where everyone feels respected and valued.
2. Fair and Transparent Systems
Clear, equitable systems for promotions, recognition, and performance evaluations build trust and ensure that talent, not bias, drives advancement.
3. Supportive Workplace Policies
Flexible work arrangements, supportive managers, and policies that acknowledge different life stages to help women balance professional and personal responsibilities effectively.
4. Intentional Career Development
Implementing mentorship, sponsorship, and leadership development programs ensures women have access to the opportunities they need to grow and lead within organisations. By committing to these actions, they can move beyond symbolic gestures and create meaningful change.
Giving to Gain the Future of Work
Investing in women's wellbeing improves individual experiences and strengthens the entire workforce's capacity.
When organisations choose to give support, opportunity, and trust, they gain stronger cultures, more engaged employees, and a more resilient future.
In the spirit of #GiveToGain, the path is clear: building workplaces where women thrive is not only the right thing to do; it's a strategic investment in sustainable growth.
To continue this important discussion, Great Place To Work® Nigeria is hosting a Wellbeing Conference on April 14th, 2026, themed "A Blueprint for a Healthy and Productive Workplace".
The event will convene industry leaders, HR professionals, and wellness experts to explore how organisations can build cultures that support employee wellbeing while driving performance. Join the conversation and help shape an employee wellbeing blueprint for organisations in Nigeria.
As we count down to the conference, visit https://app.eventpadi.com/wellbeingconference to reserve your spot.
Some years back, I worked with a talented UI/UX designer at a startup whose designs were clean, crisp, and visually appealing.
The problem?
He wasn't great at handling feedback, managing conflicts, communicating effectively, and collaborating with others. Long story short, he only lasted three months in the company after a series of unsuccessful attempts to help him adjust.
This is a common pattern across many Nigerian workplaces. We place so much emphasis on learning digital and technical skills that we often overlook the soft skills, which are just as crucial.
So it's no surprise to see brilliant employees struggling to hold down jobs and build healthy relationships due to a lack of emotional intelligence.
Why Emotional Intelligence Matters Now More Than Ever
Emotional intelligence is the ability to understand and manage emotions, and it's quietly becoming one of the most important skills in today's workplace.
Daniel Goleman, author of the book "Emotional Intelligence," explained that while your technical skills might get you through the door, it's emotional intelligence that determines how far you'll go.
And that couldn't be truer in the age of Artificial Intelligence (AI).
While AI can automate repetitive tasks, analyse data, detect trends, and write entire reports with great speed and accuracy, it lacks what makes us human — emotion.
AI can't remind you to pause, breathe, and respond calmly to an issue or sense when your colleague is overwhelmed. Neither can it notice when your team is in dire need of motivation. These are human traits, and they have become more valuable as technology takes over the technical side of work.
As Goleman puts it, emotional intelligence isn't about being "nice." It's about being aware of yourself, sensitive to others, and intentional about how you respond, especially when things get tough.
The Benefits of Building Emotionally Intelligent Workplaces
Here's what happens when emotional intelligence becomes part of your workplace culture.
1. Better Collaboration
When employees feel heard, respected, and valued, they're more open, creative, and willing to work together.
Instead of competing or avoiding one another, they start solving problems as a team. This kind of trust ensures collaboration feels natural, not forced in a workplace.
2. Higher Employee Engagement
Employees who feel valued are more likely to go above and beyond because they believe their contributions matter. In short, data from our survey shows 87% of employees in Certified organisations say they are willing to give extra to get the job done compared to only 66% in non-certified workplaces. In other words, it goes beyond pay; it's about purpose and belonging.
3. Swift Conflict Resolution
Misunderstandings happen everywhere, even among families. But emotionally intelligent teams handle them differently.
Instead of gossip, silent treatment, or public arguments, leaders listen without judgment, and colleagues apologise and move forward. That emotional maturity ensures your team is more focused and productive.
4. Improved Retention and Loyalty
When leaders show empathy, give honest feedback, and create psychologically safe spaces, employees naturally stay longer. At high-trust workplaces, turnover rates drop dramatically because people don't just love their jobs; they love the culture.
5. Stronger Innovation
Employees in emotionally intelligent environments perform better, adapt faster to change, and innovate more freely. Why?
Because they're not afraid to share new ideas or make mistakes, and they know their leaders will support, not shame, them. Our survey affirms this: 87% of employees at certified organizations say they are able to innovate, compared to 57% at non-certified organizations.
6. Attract the Best Talent
In today's workplace, employees, especially Gen Z, want more than a fat paycheck. They want organisations that offer trust, belonging, work-life balance, growth, and inclusion. 76% of employees in Certified organisations say their workplace is psychologically and emotionally healthy, compared to just 42% in non-certified ones. And when emotional intelligence is part of your culture, word spreads fast, and top talent will want to be part of it.
Building an Emotionally Intelligent Workplace
For your organisation to thrive in this new era, you must move beyond seeing emotional intelligence as a "nice-to-have" and integrate it into your core operational strategy. Here's how to implement it.
1. Rethink Your Hiring Process
Too often, we hire only for brains and forget about behaviour. When recruiting, look beyond CVs and pay attention to how potential employees communicate, handle feedback, or talk about past challenges.
Ask questions that reveal character: "How do you handle pressure?"
"Tell me about a time you disagreed with a teammate — how did you resolve it?"
And when people join, onboarding shouldn't stop at policies and software tutorials.
Create space for conversations about empathy, feedback, and respect at work. That's how you set the tone from day one.
2. Let Leaders Lead With Heart
Great culture starts at the top. If you're cold, distant, or defensive, it trickles down. But if you're open, empathetic, and self-aware, that energy spreads too. Remember, people don't leave jobs; they leave managers.
3. Prioritize Learning Soft Skills
We talk a lot about upgrading our digital skills, but investing in soft skill workshops is now a critical competitive advantage. Organise regular training on topics like non-violent communication, stress management, diversity and inclusion (D&I), empathy, and conflict resolution techniques for team members.
Looking Ahead: Humanity Wins
In the near future, the most successful workplaces will be those that invest in both technology and emotional intelligence.
They'll build workplaces where trust drives innovation, empathy guides change, and people remain at the heart of every transformation.
In today’s competitive talent market, attracting and retaining top talent is no longer just about compensation. Salary might get candidates through the door, but culture determines whether they stay and whether they thrive.
Today’s workforce, particularly younger generations, is asking deeper questions:
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Will I be respected here?
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Will my voice matter?
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Is this a place where I can grow?
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Does this organisation genuinely care about its people?
For organisations, this means your employer brand is just as critical as your customer brand. In many cases, it is your most powerful competitive advantage.
But here’s the reality: every organisation already has an employer brand — whether it has been built intentionally or not.
The real question is:
What story is your workplace telling?
What is Employer Brand and Why Does it Matter More Than Ever
An employer brand is the perception people have about what it’s like to work at your organisation. It is shaped by employee experiences, leadership behaviour, Glassdoor reviews, social media conversations, and word of mouth.
A strong employer brand answers fundamental questions:
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Is this a place where I can thrive?
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Will my contributions matter?
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Do employees feel respected, supported, and fairly treated?
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Is leadership trustworthy?
Research consistently shows that organisations with strong employer brands outperform their peers.
According to LinkedIn’s Global Talent Trends:
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Companies with strong employer brands attract 50% more qualified applicants
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Experience 28% lower turnover
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Reduce recruitment costs by nearly 50%
But beyond the metrics, there is something deeper at play: trust.
Great Place To Work® research shows that when employees trust their leaders, feel pride in their work, and enjoy the people they work with, engagement rises and so does performance. Employees in Certified™ organisations are more innovative, productive, and more likely to stay long term.
In short, a trusted workplace reputation doesn’t just fill roles faster. It builds resilience, innovation, and sustainable growth.
Where Great Place To Work® Certification™ Comes In
Great Place To Work® Certification™ is the global benchmark for workplace culture.
Unlike awards based on nominations or marketing submissions, Certification is grounded in something far more powerful: employee voice.
Through the Trust Index™ Survey and Culture Brief™, organisations gain data-driven insight into:
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Trust in leadership
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Fairness and inclusion
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Respect and support
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Pride in work
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Camaraderie among colleagues
When your organisation earns Certification, it is not self-declared excellence. Your people validate it.
That credibility is what elevates your employer brand.
The Certification badge signals to job seekers, employees, investors, and customers that:
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You prioritise people and culture over profit.
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Your claims are backed by employee feedback.
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You are transparent and accountable.
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You are committed to continuous improvement.
In an era where authenticity matters more than polished messaging, this validation is essential.
How Certification™ Elevates Your Employer Brand
1. Boosts Talent Attraction
Top talents actively seek out organisations known for strong cultures. The Great Place To Work® badge serves as a trust signal, a shortcut that reassures candidates before they even apply.
In competitive industries where talent is scarce, this differentiation matters.
2. Strengthens Retention
Employer branding is not only external, but it also reinforces internal pride. Employees feel validated when their workplace earns Certification.
When people feel heard and valued, they stay. And when they stay, organisations retain institutional knowledge, strengthen collaboration, and reduce costly turnover.
3. Drives Performance and Innovation
Engaged employees don’t just show up; they contribute.
In high-trust workplaces:
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People are more willing to share ideas.
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Teams collaborate more effectively.
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Employees take initiative without fear.
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Leaders receive honest feedback that improves decision-making.
Innovation thrives in environments where psychological safety exists.
Certification helps organisations intentionally measure and build that environment.
4. Enhances Corporate Reputation
Your employer brand influences more than hiring. It impacts:
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Customer trust
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Investor confidence
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Partnerships
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Media perception
Customers increasingly prefer to support organisations known for treating employees well. A Great Place To Work® badge strengthens your overall brand equity.
Beyond the Badge: A Strategic Culture Tool
Certification is not just a marketing asset. It is a strategic tool.
The data gathered through the process helps leaders identify strengths, uncover blind spots, and take targeted action. It transforms culture from something abstract into something measurable and manageable.
Organisations that use Certification as a continuous improvement framework — not a one-time achievement — gain the greatest value.
They move from reactive culture management to proactive culture leadership.
CELEBRATING GREATNESS THROUGH OUR PEOPLE
Recognizing Nigeria’s Best Workplaces at the 2025 Great Place To Work® Awards
Lagos came alive on Friday, October 31, 2025, as business leaders, innovators, and professionals gathered at the MUSON Centre, Onikan, to celebrate organisations that have placed their people at the heart of their success story.
The Great Place To Work® Awards Ceremony 2025, themed “Greatness Through Our People,” brought together a diverse community of forward-thinking organisations — from emerging enterprises to multinational corporations — united by a shared commitment to building workplaces that inspire trust, drive performance, and sustain business growth.
Organized annually by Great Place To Work® Nigeria, the awards honour organisations that have successfully built and sustained high-trust workplace cultures based on the global Great Place To Work® Model — one that evaluates credibility, respect, fairness, pride, and camaraderie.
How Nigeria’s Best Workplaces Are Selected
Unlike traditional award programs, Great Place To Work®’s recognition is data-driven and employee-validated.
The process begins with a confidential Trust Index™ Employee Survey, where employees share authentic feedback about their workplace experience. Their voices determine whether an organisation meets the global standard for certification.
This is followed by a Culture Audit™ — an in-depth assessment of each organisation’s policies, leadership practices, and people programs. Together, these two components provide a comprehensive picture of how consistently an organisation creates a great experience for all employees — regardless of role, gender, or tenure.
Only Great Place To Work Certification™ organisations that excel in both metrics are ranked and recognized as Nigeria’s Best Workplaces — an achievement that reflects both employee trust and organisational excellence.
🏆 Nigeria’s Best Workplaces 2025
Small Organization Category (20–99 Employees)
- SC Johnson & Son Nigeria
- Cybervergent Limited
- First Insurance Brokers Limited
- MEBS Global Reach – Nigeria
- Gidi Real Estate Investment Limited
- ILF Consulting Engineers Nigeria
- Argentil Capital Partners Limited
- Risevest Limited
- First HoldCo Plc
- Polo Limited
- Esentry Systems Limited
- Landwey Investment Limited
Medium Organization Category (100–499 Employees)
- FSDH Merchant Bank
- Axxela Limited
- D.light Design Inc. Nigeria
- CWG Plc
- The Tonic Technologies Limited
- All Talentz Limited
- Princeps Credit Systems Limited
- Schneider Electric Nigeria
Large Organization Category (500+ Employees)
Great Place To Work® Best Practice Awards
Beyond certification and rankings, the Best Practice Awards honour organisations that have gone the extra mile in shaping workplace experiences that inspire trust, pride, and belonging. These organisations have implemented creative, sustainable, and human-centered approaches to improving their cultures — setting new standards for others to follow.
Each category celebrates a unique dimension of workplace excellence, from employee wellbeing and innovation to diversity and inclusion.
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Award Category |
Small Organisations (10–99) |
Medium Organisations (100–499) |
Large Organisations (500+) |
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Best in Promoting High-Trust Culture |
Bluestar Shipping Lines Ltd |
CWG |
TP |
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Best in Promoting People Leadership Practices |
DHL Global Forwarding |
Savannah Energy Nigeria |
Hilton |
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Best in Delivering Impactful Organisational Values |
Cisco |
Axxela |
DHL Express |
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Best in Promoting Employee Wellbeing Practices |
SC Johnson |
FSDH Merchant Bank |
Marriott |
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Best in Promoting Culture of Innovation By All |
Cybervergent |
Topline Limited |
First Bank |
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Best in Promoting Corporate Social Responsibility Initiatives |
Greenview Development Nig. Ltd |
Perfetti Van Melle |
Mota-Engil |
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Best in Promoting Fun and Friendly Culture |
SC Johnson and Son |
Princeps Credit Systems Ltd |
Providus Bank |
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Best Workplace for Women |
First Securities Brokers |
FSDH Merchant Bank |
PremiumTrust Bank |
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Best in Promoting Culture of Diversity, Equality, Inclusion & Belonging |
Polo Luxury |
All Talentz |
PremiumTrust Bank |
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Best in Promoting Learning & Development Practices |
First HoldCo |
The Tonic Technologies |
First Bank |
|
The Victor Ligbago Award for Best Workplace for Gen Z |
Cybervergent |
Schneider Electric |
GZ Industries |
Why It Matters
The Best Practice Awards reflect the evolving priorities of the modern workplace — from innovation and wellbeing to inclusion and leadership. By spotlighting these initiatives, Great Place To Work® not only honours those who lead with purpose but also inspires others to reimagine what’s possible within their own organisations.
As more businesses in Nigeria pursue Great Place To Work Certification™, the movement continues to grow — driving a future where trust, engagement, and belonging are not just ideals but everyday experiences.
Beyond Recognition — The Power of a Great Workplace
The Awards Ceremony went beyond celebrating winners — it was a reminder that great workplaces are built on trust, not trends.
Each awardee represents years of intentional leadership, consistent employee engagement, and a deep understanding that success begins with people. From banks to technology firms and real estate leaders, these organisations have demonstrated that a strong culture is the foundation of innovation, resilience, and long-term profitability.
The ceremony also featured the prestigious Legend Award, reserved for organisations that have maintained Great Place To Work Certification™ for five consecutive years. This distinction honours organisations that have institutionalized great culture — not as a yearly campaign, but as a way of life.
Why Every Organisation Should Aspire to Be Certified
Great Place To Work Certification™ is not just an award — it’s a powerful business tool. Certified companies consistently report:
- Higher employee engagement and retention rates,
- Increased innovation through trust-driven collaboration,
- Stronger employer branding that attracts top talent, and
- Greater business performance in customer satisfaction and profitability.
Participating in the certification process provides organisations with deep insights into their culture, helping leaders make data-backed decisions to improve workplace experience and sustain growth.
The recognition also amplifies visibility — giving organisations access to media coverage, talent attraction opportunities, and exclusive benchmarking against the world’s best workplaces.
Join the Movement — Become a Great Place to Work®
As the night drew to a close, one message resonated: “The future of work belongs to organisations that put people first.”
If your organisation believes in unlocking greatness through people, now is the time to get certified and join the community of workplaces shaping the future of business in Africa.
Be among the next generation of employers to stand proudly on the Great Place To Work® stage — not just as participants, but as champions of culture, trust, and transformation.
Because in the end, great workplaces aren’t defined by walls or titles — they’re built by people who believe in each other.
