Paycheques are no longer the sole currency of job satisfaction, and employers are being judged not just by the products they sell, but by the cultures they cultivate.

Singapore, a hub for global business and innovation, offers a telling snapshot of this transformation.

The Straits Times and Statista’s annual ranking of Singapore’s Best Employers has become a litmus test for what employees genuinely value in their workplaces – beyond polished mission statements and stock photos of smiling teams.

This year’s edition, based on feedback from 14,000 employees across 2,000 organisations, reveals top performers and uncovers the growing power of purpose, flexibility, and trust in attracting and retaining talent.

What makes a great employer anyway?

Apple may still wear the crown, but new entrants and rising stars across sectors, including government agencies and food & beverage firms, prove that the definition of a great employer is changing. It’s no longer just about the size of the brand but also about the depth of its people strategy.

Rounding up the top five employers are Asia Pacific Breweries Singapore (Heineken Asia Pacific), BMW Group Asia, The Lego Group, and GSK. However, the ranking evaluated 250 top companies across 27 sectors, including only those with at least 200 employees in Singapore.

The government services sector saw the most representation with 24 entities making the list, led by the Singapore Civil Defence Force (ranked 81st overall). Statista’s analyst Wu Ruoh-Yiang attributed this to Singapore’s global reputation for public sector excellence.

Meanwhile, new entrants such as BMW Group Asia and Koufu Group received high praise. BMW’s leadership is said to foster personal growth and enjoyment at work, while Koufu links pay to performance and offers structured training to boost retention. Koufu’s assistant manager Tracy Tan emphasised the value of empowering employees and building resilience.

Other notable risers include Novartis, which climbed from 38th to 9th, thanks to its “unbossed” work culture that promotes autonomy and trust.

One remarkable finding from the study is how a company’s image influences employees’ willingness to recommend their workplace.

This is followed by work environment and growth opportunities. Statements reflecting fairness, loyalty, and trust were particularly impactful in shaping positive perceptions.

The results of Singapore’s Best Employers 2025 serve as a barometer for what truly matters to employees in today’s workplace. The findings suggest that companies that are invested in culture, purpose, trust, and growth win hearts and talent.

Lessons on employer branding for business and HR leaders

An employer’s reputation isn’t just PR fluff. When people are proud to wear the company colours – even metaphorically when they post positive content on social platforms like LinkedIn, for example – they become brand ambassadors.

Business and HR leaders should thus treat employer branding not as window dressing but as part of the employee value proposition. Culture is the soil in which engagement and loyalty grow.

Moreover, the rise of government agencies on the list, including the Singapore Civil Defence Force and GIC, underscores a shift in what employees value.

It’s not all about beanbags and bonuses anymore. In a world rattled by uncertainty, employees are gravitating toward organisations that offer meaning, mission, and stability. The civil service’s appeal lies not just in job security but in the chance to be part of a greater cause. This is a cue for the private sector to rethink its messaging: connecting roles to larger societal impact can inspire pride and loyalty.

Meanwhile, BMW Group Asia’s approach offers another gem: let people grow, explore, and have fun. Talent doesn’t want to be boxed in; they want room to stretch. When leaders encourage experimentation, it sparks curiosity and commitment.

Koufu’s success, on the other hand, shows that even in high-turnover industries such as F&B, smart compensation strategies and upskilling can establish rapport at work. Linking pay to performance, while investing in employee development, turns everyday jobs into career pathways.

Lastly, Novartis’ “unbossed” style reflects a shift towards trust-based management. People thrive when given autonomy and belief. Leaders who step back, rather than micromanage, often unleash more innovation and ownership.

The core lesson? Build a workplace that feels human. Trust over control. Purpose over perks. Growth over grind. When employees feel seen, supported, and significant, they won’t just stay – they will soar to greater heights.