In two industries built almost entirely on reputation, these organisations have created workplaces where people trust their leaders, feel valued for their time, and are proud to show up every day.
Based on surveys representing the voices of 18,712 employees across finance and insurance, the 15 organisations that made this list prove that when financial services companies invest in people culture, the returns show up everywhere.
“Every finance and insurance business in the country is fighting for the same people right now,” said Rebecca Moulynox, General Manager, Great Place To Work Australia and New Zealand. “This is a sector that talks a lot about trust with customers. What these companies show is that it starts on the inside, with the people who turn up every day.”
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Bizcap Australia Pty Ltd #1
The top spot goes to Bizcap Australia, a fintech lender that has built its culture around what Media and Communications Specialist Sharon Green credits as “an accessible and approachable senior leadership team.” Employees are encouraged to connect directly with leaders to discuss challenges, seek guidance or check in whenever needed.
EML Group #2
In second place, EML manages emotionally complex personal injury claims, which makes their investment in people particularly deliberate. The company’s “Flex Your Way” policy gives people genuine choice in how they structure their weeks, including a nine-day fortnight or monthly rostered days off.
Jacaranda Finance #3
A team of 64 people with an incredible 96 per cent job offer acceptance rate, Jacaranda Finance claimed #3 in the inaugural list. Head Of People Success Julia Paino credits a culture where “wellbeing, connection, and growth are treated as strategic priorities, not afterthoughts,” backed by a partnership with MindFit at Work for resilience support. Also, perhaps most crucially, three office dogs named Toby, Polly, and Monzi.
What the Surveys Reveal About FSI Culture in Australia
The 60 statement surveys sent to nearly 19,000 finance and insurance employees across the country are a clear snapshot of what the industry looks like in 2026. The data collected shows that across the 15 Best Workplaces, the overall Trust Index score sits at 89 per cent, compared to 57.8 per cent at a typical Australian company.
The retention data is where things really get interesting. Employees in the workplaces that made the list are 32 points more likely to say “I want to work here for a long time” (88 per cent versus 56 per cent at typical workplaces in Australia). In an industry where replacing a single experienced hire can cost upwards of a year’s salary, that kind of loyalty is a financial position as much as a cultural one.
And the effects aren’t contained to internal metrics. People in these organisations are 30 points more likely to believe their customers would rate the service as excellent (92 per cent versus 62 per cent). Retention culture, it turns out, shows up at the front desk too.
Adaptability also stood out in the survey results. In an industry shaped by rolling regulatory change, new lending frameworks and accelerating digital transformation, the ability to adapt quickly is what separates organisations that absorb disruption from those that stall under it.
Maybe the most revealing number is around leadership trust. Fifty-six per cent of employees in the Best Workplaces report having a great deal of trust in their leadership, compared to just 24 per cent at typical Australian workplaces. When you pair that with the innovation data (40 per cent of Best Workplace employees say they have meaningful opportunities to innovate, versus 17 per cent nationally), a clear picture forms: trust gives people permission to think differently.
What These Companies Are Doing Differently
While the list spans big global names and regional specialists, but the cultural playbook is surprisingly consistent: leaders who listen, and systems designed to reduce ambiguity when the pressure climbs.
Jennifer Carter, People & Culture Leader at SEIVA, described a deliberate shift away from traditional public practice norms: “In our check-ins, we always ask how the team member is doing before we even glance at the task board. We put the human before the work, because we pride ourselves on being human enough to care while we do it.”
At EML Group, the focus is on making purpose visible. Amanda Bower described how the company places visual counters in offices tracking the number of people they’ve helped return to work. “This connects directly to our purpose,” Bower said, “helping people get their lives back.” EML has also built its own technology in-house to strip out low-value admin, freeing case managers to focus on what Bower called “case management, not case admin.”
Jacaranda Finance‘s Head Of People Success Julia Paino credits their “Thriving Together” philosophy for their impressive average tenure of 3.2 years in an industry where burnout drives regular churn.
“We work hard to ensure our people understand they are helping customers regain confidence, reduce stress, and move forward financially and emotionally,” Paino said. Jacaranda also runs “Mission Moments,” regularly sharing real customer stories across the business so teams can see the human impact behind the numbers.
Queensland Country Bank, ranked sixth, is investing in a large-scale digital transformation specifically designed to protect its people. Employee Experience Specialist Dan Livingstone explained, “We’re currently investing heavily in a large-scale digital transformation that is simplifying how work gets done and equipping our people with the tools they need to meet increasing customer expectations.”
At Credabl, 100% of the people surveyed within the organisation reported feeling welcomed, treated fairly regardless of gender, race or sexual orientation, and safe at work. People Operations Manager Jade Sills-Ohlsen connected this directly to their listening culture: “When our team speaks up, we listen and we act. The areas we set out to improve are exactly the ones that shifted, which tells us we were focusing on the right things.”
Human Resources and People & Culture Manager from Q Report Jewellery Insurance Sue Read spoke to the careful balance between performance and care. “We embed a simple, consistent expectation across the organisation that we treat each other well and treat others the way you want to be treated.” The company’s internal shorthand is “soft on the person, hard on the process,” an approach Read says helps people feel supported even when expectations are high.
At Morrows, ranked fifth, flexibility operates without gatekeeping. Madeline Maurici described an approach where “people don’t need formal approvals to adjust start and finish times, they simply communicate and align with their teams. This approach builds accountability, trust and respect, while reducing unnecessary process and friction.”
Mastercard, ranked fourteenth, takes a different angle with company-wide meeting-free days and “Open Circles,” executive-led listening sessions where employee feedback directly shapes programs and development pathways. Senior People Specialist Justine Vincent said the company prioritises proactive wellbeing by “equipping leaders to actively support their teams and embedding wellbeing into everyday management practices, with more than 90% of employees saying their leader supports their wellbeing.”
FAQs Australia’s Best Workplaces in Finance and Insurance
What is the Best Workplaces in Finance & Insurance list?
It’s Australia’s first-ever ranking of the top finance and insurance employers, produced by Great Place To Work. Organisations are ranked using confidential employee survey data from the Trust Index, which measures 60 dimensions of workplace experience across credibility, respect, fairness, pride and camaraderie. The 2026 list sent surveys to 18,712 employees and recognised 15 companies.
How are companies selected for the Best Workplaces in Finance & Insurance list?
Companies must first achieve Great Place To Work Certification by surveying their employees using the Trust Index. Certified organisations in the finance and insurance sector are then evaluated and ranked based on their employees’ anonymous feedback. Results are benchmarked against other certified workplaces and typical Australian companies to determine the final list.
What makes the Best Workplaces in Finance & Insurance different from typical Australian employers?
The data shows significant gaps across retention, advocacy and customer service. Employees at Best Workplaces are 32 points more likely to want to stay long-term (88% vs 56%) and 36 points more likely to recommend their employer (90% vs 54%). Trust in leadership is also markedly higher, with 56 per cent reporting a great deal of trust versus 24 per cent at typical Australian workplaces.
How can my company get on the Best Workplaces in Finance & Insurance list?
Start by getting Great Place To Work Certified. The certification process involves surveying your employees with the Trust Index and completing a short culture questionnaire. Certified companies in the finance and insurance industry are automatically considered for the Best Workplaces list, which is published annually.
