25 best global companies to work for

This year’s ranking of the best multinational employers from our research partners at Great Place to Work keeps <a href="https://fortune.com/company/alphabet/" target="_blank">Google</a> at No. 1, but also welcomes newcomers Cadence at No. 21 and H&amp;M at No. 24, and returnee <a href="https://fortune.com/company/microsoft/" target="_blank">Microsoft</a> at No. 7.

The tech giant is famous for great perks. But underneath those is a culture defined largely by caring relationships, employee autonomy and staffer's conviction that they are making history — whether that's through better information searches, self-driving cars or wearable devices. "I honestly believe we are helping make the world a better place," says a Googler in Switzerland. Or listen to what a Google Canada employee says: "Google has been incredible at allowing individuals to just try new things and experiment. This has given employees here in Canada a great deal of freedom and enjoyment in their roles. The perks are pretty incredible too." Notice they put the perks last. Read the <a href="http://reviews.greatplacetowork.com/google-inc">Great Place to Work review</a>.

Google

Data analytics software maker listened to employees in Germany who wanted to be savvier about social media technologies. So the company launched a "Social Summer" last year that not only offered training in the use of tools like Facebook and Twitter, but also resulted in more SAS Institute employees interacting directly with the public, including job seekers. Staffers also appreciate the company's internal site, The Hub. "Professional knowledge, a bit of gossip, discussions of private interests, the chance to meet international colleagues — The Hub provides all of this," says one German employee. "For me as a 'SASler,' this internal network has become a real virtual linchpin." Read the <a href="http://reviews.greatplacetowork.com/sas">Great Place to Work review</a>.

Talk of "holocracy" and radically decentralized workplaces is the rage these days. But specialty manufacturer W.L. Gore has been flat as a pancake for more than half a century. Gore allows employees to form their teams based on the ability of individual employees to recruit peers to a compelling project. The maker of Gore-Tex fabric and Glide tooth floss also lets employees rank colleagues on their contributions to the company — a ranking that helps determine salary raises. Says one Italian employee, "Anyone who wants can contribute beyond their role in different contexts that definitely allows the company to save in terms of headcount, but also provides an important opportunity for personal growth." Read the <a href="http://reviews.greatplacetowork.com/w-l-gore-associates">Great Place to Work review</a>. Also check out Fortune's story on W.L. Gore from the March 15, 2015 issue: <a href="http://fortune.com/2015/03/05/w-l-gore-culture/">At W.L. Gore, 57 years of authentic culture</a>.

W.L. Gore

Once a month or so, the data storage specialist brings all new hires from around the globe to its global headquarters in Sunnyvale, Calif. or European headquarters in Amsterdam. The occasion is an orientation program dubbed Training On All Special Things, or TOAST. The day-long event includes sessions on NetApp's vision, culture, values and goals, and a chance to have lunch with CEO Tom Georgens and other senior leaders. Employees appreciate the approachable style reflected in the event. "All top executives are accessible and they listen and try to change things when needed," says a Canadian employee. "They believe that this culture will create more business and it does. Our customers feel this culture through happy employees." Read the <a href="http://reviews.greatplacetowork.com/netapp">Great Place to Work review</a>.

NetApp

As EMC pushes beyond its roots in data storage hardware, it is taking pains to bring employees up to speed on the "third platform" of IT — meaning the confluence of mobile devices, the cloud, big data and social media. The company's director for the EMEA region, Adrian McDonald, has a blog for internal and external consumption called "The Bigger Game" that discusses how EMC sees and is influencing the future of IT. "The unique feature of the Third Platform is that employees are increasingly directing the pace," he wrote recently. Indeed, EMC employees see themselves as among the pace setters. Says one: "EMC makes you feel proud — both in regards to the market position and the overall interest &amp; responsibility to the world around us."
Prior to the publication of this year's ranking, Dell announced it would acquire EMC. The results of the 2015 World’s Best list are based on EMC's global employee survey results.

Microsoft is betting big on trust, autonomy and collaboration. For example, the company has expanded work-from-home options dramatically in recent years. Four years ago, about 40 percent of Microsoft employees in Argentina and Uruguay telecommuted. Now the figure is about 90 percent. And last year, Microsoft stopped ranking employees by performance, with the main criteria being individual accomplishments. Now Microsoft assesses individuals in three ways: their individual results and business impact; how much they contribute to the success of others; and how much their results build on the work of others. "The culture is great," says a Microsoft employee in Argentina who works alternative hours to help care for his kids. "I don't have to give any explanation to my managers, as long asIdeliver results."

Microsoft

The hotel giant is helping to raise the work-life balance bar globally. When Marriott entered the Indian market in 2001, most Indian hotels expected employees to work six days a week. Marriott, though, decided to give staffers two days off every second week. Rajeev Menon, Marriott's Chief Operations Officer for South East Asia and Pacific, recalls the decision caused an "uproar" in the hospitality field, with some industry leaders calling it unsustainably generous to employees. But Marriott stuck to its "People First" principles and the shorter hours. And now that it has grown rapidly in the region — with 25 hotels in South Asia and about 50 more planned — some rivals have reversed course and given their staff shorter hours too. Read the <a href="http://reviews.greatplacetowork.com/marriott-international">Great Place to Work review.</a> Also check out Fortune's story on Marriott from the March 15, 2015 issue: <a href="http://fortune.com/2015/03/05/employees-loyalty-marriott/">Why employees love staying at Marriott</a>.

Marriott International

When technology giant Cisco promoted Chuck Robbins to the CEO post earlier this year, the move wasn't a quiet celebration confined to the C-suite. The company of 70,000-some employees across the globe came together and partied. Cisco held what it called "Cisco Rocks!" events around the world, beginning with a July 27 concert for 30,000 employees and their guests in Silicon Valley with performances from stars Christina Aguilera and Keith Urban. Then, over the next four days, Cisco threw 46 more parties in locations ranging from Boxborough, Massachusetts, to Bangalore, to Beijing. Employees dig the inclusive, exuberant culture. Said one after the Cisco Rocks! event in San Jose: "Beyond EPIC <a href="https://twitter.com/Cisco" target="_blank">@cisco</a> day today. <a href="https://twitter.com/hashtag/NewCEO" target="_blank">#NewCEO</a> &amp; new day for an amazing place to work! Thanks for the fun!"

Cisco

The beverage company finds many ways for employees to connect with and enjoy its iconic brands — which include Guinness, Johnnie Walker and Crown Royal. All employees of the Crown Royal production facility in Amherstburg, Ontario, recently got the chance to taste the new Crown Royal Regal Apple product before it was sold to the general public. Events like this are common at Diageo. Last year, the company opened just the fourth Brew house in the 255-year history of Guinness beer. Every Diageo employee in Ireland participated in festivities associated with the event. "We were all so proud and excited to be part of it all," one Irish employee said of the official opening, "It was like waiting for Christmas." Read the <a href="http://reviews.greatplacetowork.com/diageo-north-america">Great Place to Work review</a>.

Diageo

The maker of Snickers bars, Hubba Bubba gum and M&amp;Ms has a philanthropy program that's sweet for both employees and non-profit organizations. The Mars Ambassador Program sets up "MAP assignments" that link staffers' professional skills with the needs of groups around the globe working to better society or the environment in ways that align with Mars' business goals. For example, employees have joined forces with the Chicago Community Oral Health Forum, which works to address oral health disparities in Chicago, and the International Cocoa Initiative, a foundation that works to improve labor conditions in West Africa. One Mars employee in Denmark spoke highly of the company's philanthropy: "we make a difference every day, even if it's just a small difference." Read the <a href="http://reviews.greatplacetowork.com/mars-incorporated">Great Place to Work review</a>.

Mars

It's not all about money at American Express. Proof that the financial services firm has a heart was on display this June, when thousands of employees gathered at the New York Metropolitan Opera House for a memorial service in honor of deceased executive Ed Gilligan. The tribute also was broadcast live to offices ranging from Fort Lauderdale to Sydney. Gilligan began as an intern 35 years ago and became president in 2013, and speeches at the tribute remembered him as a champion of diversity, mentorship, and employee development. New York, Salt Lake City and Fort Lauderdale employee choirs closed the service with a Gilligan favorite, "Stand by Me." AmEx has that stand-by-me feel in general. Says an employee in India: "It's home away from home." Read the <a href="http://reviews.greatplacetowork.com/american-express">Great Place to Work review</a>.

American Express

A lack of clear communication at any organization isn't pretty. But beauty and cosmetics company Belcorp has a system that all but ensures each of its 10,185 employees spread throughout North and South America knows where the company is heading. Called "Primary Groups," the program involves a series of cascading monthly meetings. Following a gathering of President Eduardo Belmont Anderson and his executive team, the vice presidents meet with directors and area managers for roughly 2.5 hours. Then area managers recreate those meetings with their teams. The information flows both ways, with important points from employees rising upward. Says one staffer about the Primary Groups initiative: "It allows us to know the results from Belcorp and also allows us to quickly take action."

Belcorp

The global bank has a program to send young employees of diverse backgrounds from Vancouver to remote locations in the Yukon Territory, where it can be difficult to find talent. The staffers from Vancouver are called "Northern Stars." The Stars reach out to the immigrant "newcomer" customers in northern locations even as the young employees get opportunities to accelerate their careers. Scotiabank's training opportunities in general are appreciated by employees in both its home country Canada and its Latin America operations. "We are a team that looks for professional and personal development," says a staffer in Peru. Adds a Canadian employee: "This organization gives equal opportunities to every deserving employee in attaining professional growth and invests so much in employees' training."

Scotiabank

Talk about hospitality: after one year of service, all active full-time and part-time Hyatt employees are allowed to book complimentary room nights at any Hyatt hotel in the world. Staffers are eligible to book up to 12 free room nights per year, and they receive a 50 percent discount on food and beverage purchases made in any of the hotel's outlets for reservations of up to eight people. To make these retreats even more relaxing for employees, Hyatt throws in a 20 percent discount on all spa services. And sometimes, Hyatt properties will add rooms for an employee's family during weddings or other special events. The generous perks have a business payoff as well: staffers experience what guests do, which can translate into better service. Read the <a href="http://reviews.greatplacetowork.com/hyatt-hotels">Great Place to Work review</a>.

Hyatt Hotels

Spain-based bank with operations throughout Latin America has fostered a highly collaborative culture. Contemporary, cooperation-oriented workspaces are part of the reason why. In Venezuela, for example, BBVA places tables in open office settings for short, spontaneous team meetings, and restaurant areas are equipped with wi-fi and can be used for informal gatherings. These facilities are in addition to dedicated meeting rooms that can be booked online as well as "touchdown rooms" — small spaces where employees can communicate with others privately. Employees see the collaborative spirit coming from managers as well. Says an employee in Peru: "The bosses are visible and participants, regardless of hierarchy. There is a real meritocracy — here, if you work and strive you can make a career."

BBVA

The mobile telecommunications recently launched an internal campaign dubbed "Be More," urging employees to "discover," "disrupt" and "deliver" as the firm seeks to move from being a service provider to a partner anticipating customer needs. In Argentina, a select group of employees called "Bishops" are charged with spreading the gospel of fresh thinking through activities such as creative workshops and an Innovation Week. Says Barney Quinn, Telefónica's global chief human resources officer: "One of the priorities of Telefónica is to promote the continuing education of our professionals since we operate in a very dynamic sector and our company has to constantly reinvent itself."

Telefónica

The agriculture tech company takes employee safety seriously. In India, field-based employees driving to farmer clients in small towns and villages face poor roads and hazardous traffic situations. So Monsanto began a vehicle safety program more than a decade ago that outfits employees with air-conditioned Mahindra Bolero SUVs that include a fire extinguisher, safety hammer to break glass in an emergency, and a safety grill in the rear. To help safe driving practices trickle down to employees' families, Monsanto's India operations share testimonials in a monthly vehicle safety newsletter. What's more, Monsanto gave all India-based employees first-aid kits and training last year, which resulted in them providing first aid in 28 emergencies, such as road accidents they observed while traveling. Read the <a href="http://reviews.greatplacetowork.com/monsanto-company">Great Place to Work review</a>.

Monsanto

The design software maker is tapping employees' enthusiasm to widen its reach in the social media age. Autodesk's "Employee Advocacy" program allows staffers to share approved content externally with their personal social networks. To sweeten the social sharing pot, employees earn points with each post that can be used for rewards. This program is addition to a recent campaign to connect employees to the company's vision of "Helping People Imagine, Design and Create a Better World." Staffers were asked to submit illustrations and comments about what the vision means to them. This activity and the advocacy initiative could feel smarmy to cynics. But employees buy in. Says one: "We are enabling a future that will be more sustainable; we truly have an impact on future generations." Read the <a href="http://reviews.greatplacetowork.com/autodesk">Great Place to Work review</a>.

Autodesk

The customer relationship management provider aims to keep call-center work from being a dead end with plenty of training and promotion opportunities. In Atento's Uruguay operations, for example, 90 percent of middle managers grew into their positions from within the company. And leaders get plenty of development. Last year, 140 supervisors in Uruguay participated in a three-day program called "Leaders Transform." Sessions covered change management as well as "neuromanagement" — applying neuroscience to economics and management. Employees generally give Atento high marks for its development options. "Atento is a company that provides us with opportunities for growth," says an employee in Peru. Adds another: "It teaches us to be competitive, gives us opportunity to believe in and have the power to form a career path."

Atento

France-based hotel chain aims to give new employees a warm welcome. In India, new staffers get to stay one night at their hotel, as well as have dinner and breakfast on the company. This perk also gives employees a deeper understanding of the customer's experience and allows hotel managers to gather feedback on service levels. On their first day, employees at the Sofitel in Mumbai are given a "Boarding Pass" to start their "Sofitel Magnifique Journey." Those employees also are welcomed by the hotel general manager and leadership team over high tea. New employees of the Mercure Lavasa hotel are treated a day-long tour of the city of Lavasa, both to boost employees' knowledge of the locale and connect new staffers to the team. Read the <a href="http://reviews.greatplacetowork.com/accor-business-leisure-north-america-inc">Great Place to Work review</a>.

Accor

Although many companies claim to be ethical, employees at Cadence say it walks the integrity talk. Cadence, which makes technology for designing computer chips, has ethics training programs as well as multiple ways for employees to raise concerns. These include anonymous reporting through the corporate governance website, an email address or a telephone hotline. In addition, Cadence aims to resolve internal conflicts fairly. In one case, a manager felt a direct report was not performing his duties. But the employee relations team helped both sides see that trust had eroded in the relationship. Rather than discipline the staffer, he was re-assigned. "At Cadence, it is not just what you do and accomplish, it is very much how you do it," says a Canadian employee. Read the <a href="http://reviews.greatplacetowork.com/cadence-design-systems">Great Place to Work review</a>.

Cadence

Employees at this toolmaker based in Liechtenstein say it has crafted a culture that respects and trusts employees. Each month, for example, 20 randomly selected employees meet for breakfast with the executive board and discuss issues of current interest. In addition, executives lead regular "Culture Journey Team Camps" focused on values and goals. "This is a company for which values are not something that just hangs on the wall and looks good," says an employee in Poland. Adds a staffer in Denmark, "the trusting and calm attitude shown by management rubs off on the entire organization and contributes to a good working environment." Or consider what a Swiss employee says: "Often, I have a feeling that i am running my own Business in Hilti!" Read the <a href="http://reviews.greatplacetowork.com/hilti">Great Place to Work review</a>.

Hilti

The professional services giant just launched a $1 million peer recognition program. Dubbed "Better begins with you," the program highlights individuals and teams who consistently show behaviors that help the company achieve its purpose of building a better working world. EY set up four award categories that tie in to its 2020 vision: driving exceptional client service; developing outstanding leaders and teams; pursuing innovation; and strengthening communities. Of all those recognized, the company will narrow the pool to 20 global finalists, and employees will vote online for four winners. Each of these will then will work with senior leaders to define how they will use a $250,000 investment to build a better working world. Read the <a href="http://reviews.greatplacetowork.com/ey">Great Place to Work review</a>.

The clothing retail chain professes "fundamental respect for the individual and belief in people's ability to use their own initiative." And employees say H&amp;M lives up to its word. "Every employee can be himself," says an Austrian employee. A Danish staffer says: "If you have ideas or dreams about advancing in the company it is possible if you show what you can do and are willing to learn something new." Adds a Finnish employee: "Both the supervisors and other colleagues form a positive atmosphere. I can be myself and I feel that my work is appreciated." The appreciation translates into profit-sharing. An incentive program allows employees who have worked within the H&amp;M group for at least five years to share in any increase in company profits.

The pharmaceutical firm focused on diseases including diabetes and obesity does a lot to help employees stay healthy. Its U.S. operations offer onsite fitness facilities, fitness classes and subsidized offsite gym memberships. Also available are blood pressure screening, cholesterol tests and Weight Watchers meetings. Novo Nordisk isn't just looking out for employee's physical health. Among the perks and programs that help with mental well-being are personal concierge services, onsite mailing and dry cleaning services and elder care resources. This is in addition to unpaid sabbaticals, flexible schedules and options for telecommuting, compressed workweeks and job sharing. The employee care, combined with philanthropy in areas including diabetes awareness, can make staffers feel good. Fully 94 percent of U.S. employees are proud to tell others they work there. Read the <a href="http://reviews.greatplacetowork.com/novo-nordisk-inc">Great Place to Work review</a>.

Novo Nordisk

The Top 25

This year’s ranking of the best multinational employers from our research partners at Great Place to Work keeps Google at No. 1, but also welcomes newcomers Cadence at No. 21 and H&amp;M at No. 24, and returnee Microsoft at No. 7.

25 Best Global Companies to Work For

The Top 25