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G R E A T P L A C E T O W O R K

BEST WORKPLACES IN ASIA

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Great Place to Work® is the global authority on high-trust, high-performance workplace cultures. Through proprietary assessment tools and advisory services based on 30 years of research, Great Place to Work provides the benchmarks, framework, and expertise needed to create, sustain, and recognize outstanding workplace cultures. We work with organizations to define the culture that will support their business strategy, develop and implement measurements to understand their existing culture, as well as facilitate culture change that will drive improved performance.

We have been studying workplaces around the world for over 30 years.

We learn:— What makes them great— How does this lead to productivity— What is common cross borders; culturaldifferencesand similarities.

Ultimatelywedothisbecauseof our social mission. Great workplacesbenefitmanystakeholders, and improve the quality of society.

Confucius once remarked that rulers need three resources; weapons, food and trust. The ruler who cannot have all three should giveupweaponsfirst,thenfood,but should hold on to trust at all

costs: ‘without trust we cannot stand’. When we look at the truly successfulorganizationsofbothtodayandyesterday,wefindtheirleaders fostered principles of creatingtrust.

Consider the great military leaders of history (Augustus Caesar, Oliver Cromwell and Ho Chi Minh), as well as the genuinely beloved politicalleaders(Nehru,MaoandGandhi). And then there are the highly respected industrial leaders (Jack Ma, Lee Iacocca and Jack Welch). All of these great leaders built trust among their superiors, peers and subordinates, and it was this that spurred success and greatness for themselves, their units, alliances and companies.

THE IMPORTANCE

OF TRUST.WITHOUT TRUST WE CANNOT STAND.— CONFUCIUS

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12%JAPAN

8%UAE

7%SINGAPORE

6%KSA

6%GREATER CHINA

20% KOREA

2% SRI LANKA

22% AUSTRALIA

17% INDIA

WHY TRUST AND WHY NOW?Engagementcannotflourishwithinanorganizationwithout trust within the leaders.

Perpetualgrowthinaworldoffiniteresources,suchas minerals and metals, is not sustainable. Economies arelookingatcreatingnewsystemsofcapitalismwithadifferenttypeofgrowth.

According to the World Bank, the global services industrycontributiontoglobalGDPisover70%,andgrowingatarateof1%perannumworldwide.Thisisthe fastest growing industry in the world. The growth in the service industry dictates that the world’s largest resource is in fact human capital.

AccordingtoarecentGallupstudy,thestatisticsaround employee engagement show that worldwide only13%ofemployeesareengaged.Thiscreatessome sobering and costly consequences in terms of business outcomes and employee wellbeing.

However,whenorganizationsthinkaboutoptimizingefficiency,theytendtolookatassetsandresources;specificallymachinery,output,suppliers,thesupplychain,infrastructure,andlogistics;frequentlynotfocusing on that most important asset human capital. Thereisaneedtoshiftattentiontooptimizingthehumancapital,andputtingemployeesatthecenterofoperationalefficiencyoptimization.

Thedefiningcharacteristicofthe“BestPlacestoWork” is that when we ask what is so great about working for a company, their employees tell us “Ibelieveinwhatwedo,whythiscompanyexists,Ibelieve in what we are trying to achieve, and I want to be part of that”.

Ultimately,allorganizationsexisttocreatewealthfortheirshareholders.Whenwelookatthefinancialresultsofthe“BestPlacestoWork”,wecanseewherethetrusttheseorganizationshavebeenbuildinghasresulted in employee engagement.

GEOGRAPHIC BREAKDOWN OF

THE BEST

The average growth per company was25%.Incomparisontoorganizationswithaveragelevelsof engagement, the Best employ fewer employees, average revenue ishigherandaverageproductivity(revenue) per employee is higher. Inotherwords,theorganizationswith higher levels of employee engagement do more with less resources.

This is the third Middle East and Asia Study we have published. In Great Place to Work terms, Asia is a new region, with many of our officesonlyopeninginthelast few years.

Andwhatanexcitingregiontobein.Asiaishometo70%oftheworld’s youth. Asia now accounts forathirdoftheglobalGDP,andthe World Bank projects this will grow to a half by 2050.

This growth will have profound implicationsforthepublicandprivate sector leaders tasked with buildingtheirorganizationsfutureworkforces. As technology, labor marketpatterns,anddemographicsshiftchangeinAsia’seconomies,how should corporate leaders respond?

— Canthemature“AsianTiger” economies become nimble engines of growth in a digital world?— How will industries tap into sources of talent?— How can employers, governments,education,and technology bridge skills gaps to produce the graduates that the future economy will need?— What kind of work environments do employers needtostartcreatingnowto prepare for the future?

1431 COMPANIES SURVEYED

2,143,236EMPLOYEES REPRESENTED

RESEARCH COVERAGEOurresearchforthe2017studyspannedninecountriesKingdomofSaudiArabia,UnitedArabEmirates,India,SriLanka,Japan,SouthKorea,Greater China, Singapore and Australia.

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HOW DOES THE MIDDLE EAST & ASIA REGION COMPARE TO THE REST OF THE WORLDWhen we compare results with LatinAmerica,NorthAmericaandEurope,wefindthatemployeesurvey results in Asia closely resemble the trends seen across the globe.

ThestrongestTrustIndexDimensioninAsia,aswellasinEurope and the US, is Camaraderie, which scored on average across theregionat90%.Pridewasalsoadistinguishingfactoramongthisyear’sresults,withaDimensionscoreof89%.

Looking at industry breakdowns you can see there is a wide range of industries from technology to government agencies, the industry scores are very close.

21% INFORMATION TECHNOLOGY

CREDIBILITY RESPECT FAIRNESS PRIDE CAMARADERIE TRUST

18% FINANCIAL SERVICES & INSURANCE12% RETAIL10% HOSPITALITY8% MANUFACTURING & PRODUCTION8% PROFESSIONAL SERVICES7% MEDIA5% SOCIAL SERVICES & GOVERNMENT3% HEALTH CARE2% BIOTECHNOLOGY & PHARMACEUTICALS2% EDUCATION & TRAINING2% TRANSPORT & FREIGHT2% CONSTRUCTION, INFRASTRUCTURE & REAL ESTATE

INDUSTRY BREAKDOWN

LATIN AMERICAN 100 2016

74

76

78

80

82

74

86

88

90

92

EUROPEAN 100 2016

ASIA 100 2017

FORTUNE 100 (USA) 2016

GLOBAL TOP 25 2016

In2017wechosetofocusontwothemes,thatmostorganizationsstrugglewith:

01. RETAINING GREAT TALENT 02. ORGANIZATIONAL SUCCESSHoldingontotalentisachallengefororganizationsinAsia.Hiringtheirreplacementsiscostly;recruitingemployeesinAsiaisthreetimesmorecostlythanin Europe. Employers in Asia seeking to retain their peopleshouldfocusoncreatinganenvironmentwhere their employees feel supported and enabled to achieve their best. Employees at those 60 top employers indicate thatsupportiveinitiatives,intheformofprovidingequipment to enable employees to perform their job, welcomingemployeesuggestionsandcollaboration,and recognizing good work, are central to employee desire to remain with their companies and give their personal best. Therefore for employers in Asia, a formula for success with employees emerges: support them to retain them, and fuel their hard work with great managers. Let’s look at each of these elements separately:

RETENTIONGiventheemployeeretentionchallengeinAsia,GreatPlace to Work® decided to see what lessons Asia’s Best Workplaces may have on the topic.

We analyzed employee responses to our Trust Indexemployeesurvey.Inparticular,westudiedwhich of the 58 statements of the survey were most closely correlated with employees’ responses to the statement“Iwanttoworkhereforalongtime.”

We found that employees want to stay working for longeratorganizationsthatprovide,supportingworkenvironmentsandareaccommodatingtoemployeeswork-life balance.

Also,organizationsthatenabletheiremployeestofeeltheymakeadifferenceandlookforwardtocoming to work have been found to have an impact on employeesintentiontostay.

0.743 IfeelImakeadifferencehere.

0.742 People are encouraged to balance their work life and their personal life.

0.718 This is a psychologically and emotionally healthy place to work.

0.705 Our facilities contribute to a good working environment.

0.704 People look forward to coming to work here.

“I WANT TO WORK HERE FOR

A LONG TIME.”

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COMMITMENT Facinglimitedresources,allorganizationsworldwideare looking at ways to do more with less. When we look at how to enable employees to go the extramilewealsostudiedwhatworkplacefeaturesand management behaviors were associated with employeemotivationatAsia’sBest.Inparticular,weexaminedwhichofthe58TrustIndexstatementswere most closely associated with employees’ responsestothestatement“Peopleherearewillingtogiveextratogetthejobdone.” Wefoundthatfivestatementsmostcloselycorrelatedwith employees’ willingness to go above-and-beyond were in the fairness dimension of our model.

0.862 Management shows appreciation for good work andextraeffort.

0.819 Management’s actions match its words.

0.814 Managementhirespeoplewhofitinwellhere.

0.814 I can ask management any reasonable question and get a straight answer.

0.809 Management genuinely seeks and responds to suggestions and ideas.

Engagingmanagersareproactiveandunderstandthecontributionthatperformancemanagementmakesin sustaining and improving the performance of individuals,teams,andorganizationsTheyunderstandthat they need to achieve a balance between managing and achieving the task and the needs of their team and the individuals within their team.

Engaging managers are visionary people, who inspire andserveastruerolemodels,hencethecriticalrolethey play in ensuring their team is enabled to go the extramile.

Regardless of region or industry, organizations seeking to adapt to rapidly changing global economic conditions must learn how to maintain high-productivity workplaces and grow their customer bases in widely varying social, cultural, and economic environments. Systems for reliably measuring and improving employee engagement across industries and regions worldwide are vital to that goal. Business leaders worldwide must raise the bar on employee engagement. Increasing workplace engagement is vital to achieving sustainable growth for companies, communities, and countries — and for putting the global economy back on track to a more prosperous and peaceful future.

“PEOPLE HERE ARE WILLING TO

GIVE EXTRA TO GET THE JOB DONE.”

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REGIONAL DEEP DIVE

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In Australia the services industry accounts for 60.4% of GDP and employs roughly 70% of the labor market.

Australia is facing a growing skills gap in the labor market as the economyisshiftingtoaservicedominatedone.Traditionalskills required in the backbone economies (primary industries, agriculture, and manufacturing) are not transferable and the governmentinitiativesinreskillingoflaborhavenotbeenmeetingexpectationsatasatisfactoryrate. Organizationsareactivelytrying to increase diversity in the Australianworkplace.Flexibilityopportunitieshaveplayedabigrole in increasing the female workplaceparticipationrate. Community-centric values are very important to millennial employees inAustralia,assuchorganizationshavebeenchallengedinexpandingtheirCSRinitiatives.

GENDER

54% 46%

AGE

POSITION HELD

> 25 Years

26 — 34 Years

35 — 44 Years

45 — 54 Years

55+ Years

Non-Management

Manager / Team Leader

SeniorManagement/Executive

54%

17%

20%

46%

83%

80%

AUSTRALIA

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GREATER CHINAThe slowdown in Greater China’s economy has createduncertainty in general.Organizations are playing safe and withholding many

Nevertheless,theeconomyisstillstronger than many other regions. Employment levels are healthyandgrowing.Domesticcompaniesare evolving and buying others,includingMNCs.Thisisresultinginawarfortalent,particulartalentfromMNCs. Job hunters value training and developmentopportunitiesand are basing their choice of employersonthosethatofferbettertraininganddevelopmentopportunities.

54% 46%

AGE

> 25 Years

26 — 34 Years

35 — 44 Years

45 — 54 Years

55+ Years

GENDER POSITION HELD

Non-Management

Manager / Team Leader

SeniorManagement/Executive

54%

54%

59%

46%

46%

41%

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JAPANGovernment is creating ‘demand’ of foreign employees and capital to grow Japan strategically.

Therefore in the labor market, the employers have to compete tohire,attractandretainthebesttalent.Thecompetitionisverysevereasthepopulationiscontractinganddecreasingnumber of students are choosing STEM subjects.Thisiscreatingconcernasthese subjects are crucial for future innovation.

TraditionallyJapanesecompaniestendto develop and promote from within theorganization.Today,companiesareinvestingindesigninghiringprocessesthatattractthebesttalent.

Aswellasinvestingininnovationofdevelopmentprograms;diversifiedbytenure,position,andgender,organizationsarealsofollowingthe trend of engaging internal careerconsultants to assist in developing and coaching employee’s long term career plans in the company.

44% 56%

AGE

> 25 Years

26 — 34 Years

35 — 44 Years

45 — 54 Years

55+ Years

GENDER POSITION HELD

Non-Management

Manager / Team Leader

SeniorManagement/Executive

50%

18%

10%

50%

82%

90%

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SOUTH KOREAThe South Korean economy is faced with great challenges by North Korea and China. Duetoeconomicpressure,organizationsaredecreasingtheirtalent development budgets. One of the major challenges facing SouthKoreanorganizationsisthechangingexpectationsofyoungergenerationsofemployees.Youngergenerationsarevaluingworkplaceatmosphere,culture,flexibility,andtrust over higher salary and monetary benefits. This change has become increasingly evidentoverthepastfiveyears.Assuch,organizationshavehadto embrace and invest in work-life balanceinitiatives,internalemployeeinterestgroups,andnon-traditionalwork environments. It has been noted thatthisgenerationofyoungSouthKoreanemployeeshasstrongprideintheir company’s achievement.

37% 63%

AGE

> 25 Years

26 — 34 Years

35 — 44 Years

45 — 54 Years

55+ Years

GENDER POSITION HELD

Non-Management

Manager / Team Leader

SeniorManagement/Executive

43%

17%

7%

57%

83%

93%

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INDIAIndia faces the challenge of not enough jobs being created, which means that only 5.5 million out of 12 million added to the workforce every year findajob.Corporationsfinditincreasinglymoreeconomical to outsource work to lesser costdestinations.

This is compounded by the fact that mostorganizationshavenotmovedupthevaluechainfastenough.Productivitylevels,duetomultiplereasons,arelowerthan western economies.

Higherattritionisachallenge.Attritionisimpactedbyunrealisticgrowthexpectationsandlackofpeoplemanagement capability in line managers.

OrganizationsinIndiaarecombattingthis by increasing their ability to scale up business, strategic use of technology andcareeropportunities.

AGE

> 25 Years

26 — 34 Years

35 — 44 Years

45 — 54 Years

55+ Years

GENDER POSITION HELD

Non-Management

Manager / Team Leader

SeniorManagement/Executive

N/A

17%

12%

N/A

83%

88%

18% 82%

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SINGAPOREGlobalization has transformed the way in which businesses are organised. It has led to the evolution of more borderless organizations with globally aligned infrastructure, systems and processes.Employees have become more mobile too. Singapore faces a major challenge tobeperceivedasanattractiveplacefortalent to work. As companies globalize theiroperations,Singaporeantalentmustalso acquire global skills. Training and development of skills has been a main priority of the Singapore government.

Withanincreaseinglobalisationandaneverchanging, fast paced society, employees in Singapore are more willing to stay with their companies for the long haul when they have a sense of pride.

Individuals want to feel that they make a differenceregardlessofrankorposition.They want to feel a sense of pride as team. Employees encourage the amount of Corporate Social Responsibility that organizationsengagein.

AGE

> 25 Years

26 — 34 Years

35 — 44 Years

45 — 54 Years

55+ Years

GENDER POSITION HELD

Non-Management

Manager / Team Leader

SeniorManagement/Executive

42%

44%

19%

58%

56%

81%

42% 58%

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SRI LANKALike India, Sri Lanka operates in many industries whereitfacesfiercecompetition from other countries in the region.SriLankaisalsoseeinganexodusofitscitizensmigratingtoothercountries,duetowhichitisexperiencinga‘braindrain’inthenation.

SriLankanorganizationsseemtobeveryadeptatcreatingasenseofpride in employees. Mostly pride for theorganizationandprideforthejob that employees carry out on a daily basis. Employees in Sri Lankaarealsoverypositiveabouttheirorganizationsbeingfriendlyandaboutthe warm welcome they receive when they join.

The type and amount of Corporate SocialResponsibilitythatorganizationengageinissomethingthatmatterstoemployees in Sri Lanka.

AGE

> 25 Years

26 — 34 Years

35 — 44 Years

45 — 54 Years

55+ Years

GENDER POSITION HELD

Non-Management

Manager / Team Leader

SeniorManagement/Executive

37% 63%

N/A

N/A

N/A

N/A

N/A

N/A

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KINGDOM OF SAUDI ARABIAOne of the G20 economies with about 60% of its GDP coming from the Oil & Gas Sectors.

WhilsttheKSAeconomyisgrowing,cautionisinplacedueto the ongoing risks associated with the drop in oil prices and the politicalandmilitaryactionsintheregion.

There is currently over 200,000 Saudi students in colleges and universitiesoutsideKSA.

CombinedwitharelativelyyoungpopulationofSaudinationals(morethan60%ofthepopulationbelow the age of 18) there is a considerable pressure on job creation.

AGE

> 25 Years

26 — 34 Years

35 — 44 Years

45 — 54 Years

55+ Years

GENDER POSITION HELD

Non-Management

Manager / Team Leader

SeniorManagement/Executive

12%

9%

2%

88%

91%

98%

37% 63%

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UNITED ARAB EMIRATESUAE nationals make up the minority of the workforce. Almost 85% of the UAE workforce are expatriates. This creates a challenge for employers to keep them engaged and motived as most of them are away from their home countries.Additionally,residencylawsinUAE are quite challenging, which make job security one of the main factors in keeping employees engaged.

UAE is growing aggressively whichisresultinginopportunityto provide employees with accommodationandotherbenefitssuchaseducationforchildren,insurance,repatriationandannualticketstohomecountries.

There is increasing focus on flexibilityinworkinghours,training and development opportunities,andCorporateSocial Responsibility.

AGE

> 25 Years

26 — 34 Years

35 — 44 Years

45 — 54 Years

55+ Years

GENDER POSITION HELD

Non-Management

Manager / Team Leader

SeniorManagement/Executive

23% 77%

21%

17%

89%

79%

83%

11%

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THE LIST

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ASIA’S BEST WORKPLACES201710 BEST MULTINATIONAL WORKPLACES IN ASIA 2017RANK COMPANY NAME COUNTRIES

RANKEDINDUSTRY NO. OF

EMPLOYEES GLOBALLY

NO. OF COUNTRIES LISTED ON BEST PLACES TO WORK LIST IN ASIA

WEBSITE

1 DHLDHL EXPRESS HONG KONG & DHL-SINOTRANS INTERNATIONAL AIR COURIER LTD (Greater China)BLUE DART EXPRESS LTD (India)DHL EXPRESS (INDIA) PVT LTD (India)DHL JAPAN (Japan)DHL KOREA (South Korea)DHL KEELLS PVT LTD (Sri Lanka)DHL (UAE)

Greater ChinaIndia (2)JapanSouth KoreaSri LankaUAE

Transportation, Package & Freight Transport

480,000 6 dhl.com

2 SALESFORCESALESFORCE (Australia)SALESFORCE.COM (India)SALESFORCE.COM CO, LTD (Japan)SALESFORCE (Singapore)

AustraliaIndiaJapanSingapore

Information Technology

20,000 4 salesforce.com

3 HILTONHILTON (Greater China)HILTON WORLDWIDE (India)HILTON SAUDI ARABIA (KSA)HILTON (Sri Lanka)HILTON (UAE)

Greater ChinaIndiaKSASri LankaUAE

Hospitality, Hotel, Resort

157,000 5 hiltonworldwide.com

4 OMNICOM MEDIA GROUPOMD (Australia)OMNICOM MEDIA GROUP (UAE)

AustraliaUAE

Media 9,500 2 omnicomgroup.com

5 INTERCONTINENTAL HOTELS GROUPINTERCONTINENTAL HOTELS GROUP (India)INTERCONTINENTAL HOTELS GROUP (KSA)INTERCONTINENTAL HOTELS GROUP (Singapore)

IndiaKSASingapore

Hospitality, Hotel, Resort

460,000 3 ihgplc.com

10 BEST MULTINATIONAL WORKPLACES IN ASIA 2017RANK COMPANY NAME COUNTRIES

RANKEDINDUSTRY NO. OF

EMPLOYEES GLOBALLY

NO. OF COUNTRIES LISTED ON BEST PLACES TO WORK LIST IN ASIA

WEBSITE

6 SAPSAP LABS CHINA (Greater China)SAP LABS INDIA PVT LTD (India)SAP INDIA PVT LTD (India)SAP KOREA (Korea)SAP ASIA (Singapore)

Greater ChinaIndia (2)KoreaSingapore

Information Technology

79,960 4 sap.com

7 AMERICAN EXPRESSAMERICAN EXPRESS INDIA (India)AMERICAN EXPRESS (Japan)

IndiaJapan

Financial Services & Insurance

53,000 2 americanexpress.com

8 ESTÉE LAUDERESTÉE LAUDER COMPANIES AUSTRALIA (Australia)ESTEE LAUDER COMPANIES (UAE)

AustraliaUAE

Retail, Specialty

57,249 2 elcompanies.com

9 NETAPPNETAPP AUSTRALIA (Australia)NETAPP GREATER CHINA (Greater China)NETAPP INDIA PRIVATE LIMITED (India)NETAPP K.K (Japan)NETAPP SINGAPORE PTE LTD (Singapore)

AustraliaGreater ChinaIndiaJapanSingapore

Information Technology

12,000 5 netapp.com

10 DELL EMCEMC INDIA (India)EMC JAPAN K.K.(Japan)EMC (KSA)DELL EMC (Singapore)EMC (UAE)

IndiaJapanKSASingaporeUAE

Information Technology

70,000 5 emc.com

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25 BEST SMALL & MEDIUM WORKPLACES (20-500 EMPLOYEES) RANK COMPANY NAME COUNTRY INDUSTRY WEBSITE NO. OF

EMPLOYEES

1 SEYOUNG Co Ltd Korea Manufacturing & Production iseyoung.co.kr 258

2 SIW International CORP Korea Education & Training siwonschool.com 185

3 Rakspace Hosting Australia Information Technology rackspace.com.au 89

4 Devsisters Korea Information Technology, Software devsisters.com 112

5 Optiver Australia Financial Services & Insurance optiver.com/sydney 308

6 Alkhabeer Capital KSA Financial Services & Insurance, Investments alkhabeer.com 90

7 Royal Plaza on Scotts Singapore Hospitality royalplaza.com.sg 355

8 Marketo Inc Japan Information Technology marketo.com 34

9 Wavelength International Australia Professional Services wave.com.au 76

10 Innisfree Corporation Korea Retail innisfree.co.kr 332

11 VOYAGE GROUP, Inc Japan Media voyagegroup.com 280

12 4mation Technologies Australia Information Technology 4mation.com 68

ASIA’S BEST WORKPLACES2017

25 BEST SMALL & MEDIUM WORKPLACES (20-500 EMPLOYEES) RANK COMPANY NAME COUNTRY INDUSTRY WEBSITE NO. OF

EMPLOYEES

13 Atlis Consulting Australia Professional Services altis.com.au 69

14 MEC Australia Professional Services, Advertising & Marketing

mecglobal.com 135

15 Zinc Australia Professional Services, Advertising & Marketing

zinc.com.au 61

16 Summit Homes Group Australia Construction, Real Estate, Housing summithomesgroup.com.au 372

17 Re-Engage Youth Services Australia Social Services and Government Agencies, Education

re-engage.com.au 69

18 The BlueRock Australia Financial Services & Insurance thebluerock.com.au 83

19 Nova Systems Australia Professional Services, Engineering novasystems.com 321

20 Meltwater Greater China Media, Online Internet Services meltwater.com 43

21 Eisai Korea Inc Korea Biotechnology & Pharmaceuticals eisaikorea.com 170

22 The Physio Co Australia Health Care thephysioco.com.au 108

23 Insentra Australia Information Technology insentra.com.au 42

24 Cambridge Technology Partners Japan Information Technology ctp.co.jp 102

25 KINNECT Australia Health Care kinnect.com.au 82

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25 BEST LARGE WORKPLACES (501+ EMPLOYEES) RANK COMPANY NAME COUNTRY INDUSTRY WEBSITE NO. OF

EMPLOYEES

1 Shinhan Bank Korea Financial Services & Insurance, Banking Credit Services

shinhan.com 14096

2 Lotte Shopping Co Ltd Korea Retail lotteshopping.com 5021

3 The One UAE Retail theone.com 730

4 Atlassian Australia Information Technology, Software atlassian.com 877

5 Shinhan Card Co Ltd Korea Financial Services & Insurance shinhancard.com 2738

6 Busan Bank Korea Financial Services & Insurance busanbank.co.kr 3028

7 Hyundai Marine & Fire Insurance Korea Financial Services & Insurance hi.co.kr 3452

8 MECCA Brands Australia Retail mecca.com.au 1523

9 Lotte Aluminium Co Ltd Korea Manufacturing & Production lotteal.co.kr 832

10 Ujjivan Small Finance Bank India Financial Services & Insurance, Banking, Credit Services

ujjivansfb.in 7853

11 Korea South East Power Co. Korea Manufacturing & Production, Electronics koenergy.kr 2289

12 Godrej Consumer Products Limited

India Manufacturing & Production godrejcp.com 2284

ASIA’S BEST WORKPLACES2017

25 BEST LARGE WORKPLACES (501+ EMPLOYEES) RANK COMPANY NAME COUNTRY INDUSTRY WEBSITE NO. OF

EMPLOYEES

13 Splash KSA, UAE Retail splashfashions.com 3409

14 Shinhan Life Insurance Co Ltd Korea Financian Services & Insurance shinhanlife.co.kr 1265

15 Korea Water Resources Corporation (K Water)

Korea Social Services & Governament Agencies kwater.or.kr 4635

16 Works Applications Co Ltd Japan Information Technology worksap.co.jp 4917

17 Plan.Do.See Inc. Japan Hospitality plandosee.co.jp 1360

18 The Oberoi Group India Hospitality, Hotel, Resort oberoigroup.com 4000

19 Lemon Tree Hotels Limited India Hospitality, Hotel, Resort lemontreehotels.com 2768

20 Korea Airports Corporation Korea Social Services & Government Agencies airport.co.kr 1836

21 Intuit India Product Development Centre Pvt. Ltd.

India Information Technology intuit.com 943

22 Bajaj Finance Limited India Financial Services & Insurance bajajfinservlending.in 4767

23 LIFULL Co, Ltd Japan Media lifull.com 667

24 Lotte Himart Co Ltd Japan Media himart.co.kr 4000

25 Mahindra & Mahindra Automotive & Farm Equipment Sectors

India Manufacturing & Produciton, Automotive mahindra.com 9222

38B E S T W O R K P L A C E S I N A S I A

G R E A T P L A C E T O W O R K

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Great Place to Work’s mission is to build a better world by helping organizations become Great Places to Work For All. Workplaces that develop everyone’s full human potential are better for business, better for people and better for the world.