Best Companies to Work for in Asia |
5-Star Employers of Choice

• 75% of employees express confidence in adapting to new ways of working – a figure close to the global average of 77%.
   

• Similarly, APAC employees prioritise financial reward (77%), fulfillment (69%) and flexibility (64%) – closely aligned with global figures.
   

• The workforce has confidence in GenAI, where 80% of users believe it will enhance their skills, improve work quality and boost creativity, compared to the global numbers, where only 76% feel the same.

This indicates that while geographic and cultural contexts may vary, the essence of what employees seek remains consistent: meaningful work, fair compensation and work-life harmony.
 

The shift towards a more personalised employee experience is particularly pronounced in Asia. Vinesh highlights initiatives like PwC Malaysia’s “flexBenefits,” which empower employees to tailor their benefits to personal needs – from coding classes to eldercare support. This customisation acknowledges that a graduate’s priorities differ from those of a parent managing household responsibilities.

Similarly, PwC’s “flexCare” initiative reflects an evolved understanding of caregiving. Employees now expect support for nontraditional needs such as mental health days or time off to care for sick family members – beyond basic annual leave. Such initiatives resonate strongly in Asian societies, where family remains a central pillar.

Asif Upadhye, director at work culture firm Never Grow Up, reinforces this by emphasising the “family-centric” cultures of many Asian nations. “Multi-generational responsibilities are a reality,” he explains. “And companies with policies that accommodate this are often top choice for talent.”

Whether it’s parental support or eldercare leave, benefits that acknowledge family obligations are no longer optional – they’re expected.
 

The emergence of millennials and Gen Z as the dominant workforce demographic is reshaping the region’s talent landscape. These generations demand more than just a paycheck – they seek alignment with their values, a sense of purpose and a workplace culture grounded in well-being and inclusion.

Asif points to the 2024 Wellbeing Diagnostic Survey, which found that 69% of APAC employers are now leveraging well-being strategies for talent attraction. These efforts span mental, social, financial and psychological well-being – emphasising a holistic view of employee health.

The rising importance of psychological safety, digital enablement and sustainable business practices are also shaping employee choices. “They’re not just seeking jobs,” says Asif. “They’re seeking alignment with their values and a culture of well-being.”

Organisations that foster growth, prioritise mental health and demonstrate a commitment to ESG principles are rapidly becoming employers of choice.
 

1. High-performing employers excel in flexible work and work-life balance

Companies with the highest overall satisfaction ratings consistently score above 4.5 in:

• work-life balance
   

• workplace flexibility
   

• family-friendly benefits

This underscores a key lesson: Flexibility is no longer optional – it’s a primary driver of employee satisfaction and loyalty.

Conclusion: Organisations that provide autonomy and adjust policies to accommodate personal life (e.g., parental leave and flexible hours) are perceived far more positively.

2. Long-term care and stability are valued but not universal

While high-performing companies tend to perform well in this area, long-term investment in employees (e.g., career development, education and healthcare) varies significantly across firms.

Conclusion: Companies that align professional growth opportunities with personal milestones build trust and long-term retention.

3. Community, philanthropy and sustainability rank low across many employers

Across the board, even high-scoring employers tend to rate lower on support for community initiatives and sustainability programs.

This mirrors a similar insight from HRD’s 2025 benefit perception data, where community support and sustainability initiatives saw some of the steepest declines in employee value perception.

Conclusion: While important to employer branding, CSR and sustainability efforts may not yet feel personalised or tangible enough to boost satisfaction metrics meaningfully.
 

• Double down on flexibility: It’s still a dominant satisfaction driver and showing signs of perception fatigue. Reevaluate not just whether it’s offered, but how it’s experienced.
   

• Personalise long-term investment: Tie benefits to employee life stages and career progression. Tailored learning and development programs boost both engagement and performance.
   

• Make CSR tangible: Link community/sustainability efforts directly to employees’ daily work (e.g., volunteer days, carbon offset from business travel, etc.).
   

• Benchmark for continuous feedback: Use pulse surveys and engagement platforms to track perception shifts in real time – not just annually.
   

 

HRD Asia asked the employees of the 5-Star employers to rate the importance of programs offered to them on a scale of 1 = not important and 5 = very important.

The results from 2025 and 2024 were then compared to monitor changes and trends.

Notable declines

• Employee team building (-0.3), flexible work options (-0.26) and community/charity support (-0.24) saw the sharpest declines, suggesting a potential dip in perceived value or reduced effectiveness in delivery. 

Overall trend

• Every benefit category that could be compared saw a decline. This suggests either a shift in employee expectations, decreased satisfaction with current offerings or broader organisational challenges in maintaining benefit quality.

 

The firm is home to a multi-generational workforce, and this unique dynamic brings together a wealth of perspectives and experience. Rather than viewing it as a challenge, Fujifilm sees it as an opportunity to cultivate an inclusive culture – where mutual respect and collaboration are cornerstones.

The organisation actively promotes listening and ensuring all voices are heard. The result is a workplace environment that’s agile, open and responsive to both individual and collective needs.

Hiow Yim Ong, head of people, culture and CSR, says, “We want to create an environment where respect and collaboration are the norm – where people listen with empathy and embrace diversity.”
 

Employees are encouraged to experiment with new ideas and learn from failures. This growth-oriented culture is a deliberate strategic choice, designed to prepare employees for a fast-changing future and to foster resilience.

To support this, Fujifilm invests heavily in learning, upskilling and leadership development, helping employees remain agile and future ready. Managers lead by example, nurturing innovation not just through encouragement, but by creating safe spaces where creativity and experimentation are welcomed.

 

The company’s corporate purpose – “Giving our world more smiles” – is a guiding principle that starts internally. Fujifilm strives to build a workplace where people enjoy coming to work and feel a genuine sense of pride in their contributions.

Over the past two years, the employee survey on Sustainable Engagement has increased, achieving a 92% score in 2024, reflecting the success of initiatives focused on well-being, DEI, leadership communication and digital enablement.

They’ve also introduced tools including Microsoft Power Platforms  and Generative AI services, providing employees with AI-powered support to enhance productivity, ideation and decision-making.

This speaks to success in enabling, energising and engaging people. “People are at the heart of everything we do – and our employees say it best,” adds Ong. “They consistently rank leadership and communication as our top strengths, describing our leaders as hands-on, transparent and committed to their growth.”
 

The company’s performance-based bonus system evaluates not just output but also alignment with values such as collaboration, and business impact. This multidimensional approach reinforces fairness, encourages teamwork and motivates.

Incentive trips are catered to the sales team and based on individual performance. Top performers in the past have been rewarded with experiences in destinations like Switzerland, Turkey and Japan.

Importantly, Fujifilm has seen notable improvements in employee retention – a reflection of its efforts to listen to its workforce.

“While we’re encouraged by this progress, we know retention is an ongoing journey – and we remain committed to building long-term career paths, sustaining engagement and prioritising employee well-being,” says Hiow Yim Ong.
 

The company partners with organisations such as SG Enable (for persons with disability), Singapore Sports Excellence (SPEX) and local educational institutions to create pathways for people of all abilities and backgrounds. These partnerships help source, train and integrate talent into roles across corporate, sales, technical and operations functions.

In 2025, the firm introduced an AI Coach, providing managers with an interactive platform to practice difficult conversations, receive real-time feedback and strengthen their leadership skills. These tools help to foster psychological safety, elevate inclusive behaviours and empower leaders to support diverse teams more effectively. 

Diversity, equity and inclusion (DE&I) is part of everyday leadership. All managers have completed DE&I awareness training, including sessions on disability inclusion, enabling them to lead diverse teams with greater empathy and effectiveness.

This year, the company is scaling its DE&I focus further through an eLearning program that empowers employees to recognise and counter bias, promote psychological safety and champion inclusivity.
 

The firm’s HR policies – from flexible work arrangements to mental health support – are designed not just to meet needs, but to show that every individual is valued. The culture is one where hard work is matched with genuine support, where employees are encouraged to bring their whole selves to work. 

“We aim to create an environment where respect, collaboration and empathy are the norm – where people feel a sense of belonging and are empowered to contribute their unique voices,” says Ong.
 

Like the rest of the world, Asia has embraced hybrid work not as a temporary fix, but as a cultural reset. Flexible hours, sabbaticals and inclusive leave policies are increasingly recognised as key elements of a forward-thinking HR strategy.

According to PwC’s Vinesh, such flexibility is expected rather than exceptional. He says, “Culture plays a big role in making this work, as the Asian environment, i.e., family commitments, interpersonal relationships and power distance, to name a few distinctions, all have a part to play in determining how well hybrid work is implemented and managed.”

Research shows that work-from-home models are more prevalent in North America, the UK and Australia, with between 1.5 and 2 days a week, compared to Asia, with a lower 0.5 to 1 day.

“That said, the conversation around hybrid work is still very relevant in Asia; it is just shaped by different socioeconomic factors, infrastructure readiness and cultures. Organisations are now figuring out a way to effectively maintain the right balance between employee engagement and flexibility,” says Upadhye.
 

The future of HR in Asia lies in its ability to bridge global trends with regional insight. While financial stability and job security remain foundational, the modern employee in Asia also demands flexibility, purpose and personalisation.

Companies that acknowledge this complexity – through progressive policies, inclusive cultures and continuous development – are those that will thrive in the new world of work.

As both industry experts Naidu and Upadhye articulate, HR must keep evolving from a support function into a strategic partner that anticipates, adapts and leads with empathy and innovation. In doing so, HR professionals have the unique opportunity to redefine the workplace across Asia.
 

Best Companies to Work for in Asia | 5-Star Employers of Choice

500+ employees

• Marina Bay Sands
• MGM China
• Watsons Personal Care Stores

100–500 employees

• Ayala Land Premier
• City Developments
• FUJIFILM Business Innovation Singapore
• iCar Asia
• Merz Asia Pacific
• Orchard Turn Developments
• Swap Logistics Distribution