At Caliber.global, we believe that building high-performing construction supply chains starts with building high-performing teams. That is why we continuously invest in creating a workplace culture where people feel respected, empowered, included, and connected to a shared purpose.
The results of our latest Great Place to Work® survey confirm that this culture is not just an ambition — it is something our employees genuinely experience every day.
At Caliber.global, investing in culture is not just a statement, it is embedded in how we operate on a daily basis.
Over the past three years, our Great Place to Work® score has increased significantly from 61% in 2024 to 88% in 2026, reflecting the consistent effort we have put into strengthening our culture.
We actively translate employee feedback into concrete actions, such as strengthening feedback cycles, increasing leadership visibility, and improving onboarding and development programs to ensure people are aligned, supported, and able to grow.
In addition, we continuously create opportunities for employees to contribute ideas, take ownership, and shape the way we work, ensuring that our culture evolves together with our organization as we scale globally.
With an overall score of 88% across all survey statements, Caliber.global scored significantly above the benchmark of Dutch companies. Even more importantly, several trust-related statements achieved exceptional scores, reinforcing the company's strong focus on fairness, inclusion, and employee wellbeing.
Building a Culture That Scales Globally
As Caliber.global continues to scale internationally, maintaining a strong culture becomes both more challenging and more important. Growth naturally introduces complexity, new teams, new regions, and new ways of working.
Scaling globally puts pressure on culture, and that is exactly why we actively measure, manage, and invest in it.
Operating across global construction supply chains requires more than operational excellence alone. It requires collaboration, trust, accountability, and the ability for people across regions and disciplines to work together effectively.
For that reason, Caliber.global participates in the Great Place to Work® survey as part of its long-term commitment to transparency and continuous improvement.
“We do not participate in this survey simply to receive a certification,” says Mariska Romein, HR Manager at Caliber.global. “We do it because we genuinely want to understand how our people experience the organization. The insights help us improve, grow, and ensure we continue building a workplace where people can perform at their best.”
According to Mariska, maintaining a strong culture becomes even more critical as the company expands globally and evolves into a more technology-driven organization.
“Our industry is fast-moving and complex. That means our people need an environment where they feel trusted, heard, and supported. Culture directly impacts collaboration, innovation, and ultimately the experience we deliver to our customers.”
Why Culture Matters for Our Customers
A strong and consistent culture is not only important internally, it directly impacts the way we deliver value to our customers.
In complex international construction supply chains, effective collaboration, ownership, and trust are critical. Projects often involve hundreds of stakeholders, multiple countries, and constantly changing priorities. Success depends on teams being able to work together seamlessly, make decisions quickly, and take responsibility for outcomes.
When employees feel empowered, connected, and aligned around a common purpose, they are better equipped to solve problems, respond to challenges, and support customers proactively.
“As an organization, we often talk about predictability for our customers,” says Mariska Romein. “That predictability starts with our own people. When teams trust each other, collaborate effectively, and feel ownership for results, it directly translates into a better customer experience.”
Ultimately, a strong culture enables more reliable execution, stronger partnerships, and a higher quality of service for the global brands we support.
Exceptional Scores on Fairness, Inclusion, and Belonging
One of the most remarkable outcomes from this year's survey was the consistency of the scores around fairness and inclusion.
Among the highest-scoring statements were:
- 100% — People here are treated fairly regardless of their gender
- 100% — I am treated as a full member here regardless of my position
- 97% — This is a physically safe place to work
- 97% — People here are treated fairly regardless of their sexual orientation
- 97% — People here are treated fairly regardless of their age
These results significantly outperform the benchmark of Dutch companies and reflect the type of organization Caliber.global strives to be.
“What makes me personally proud is seeing that people feel valued regardless of their role, background, or location,” says Mariska. “We have colleagues working across many countries and disciplines, yet there is still a strong sense of equality and accessibility throughout the company.”
She continues:
“We want people to feel they can contribute ideas, take ownership, and grow within the organization. Those survey results show that employees truly experience that openness.”
The broader survey results reinforce this picture. Caliber.global achieved particularly strong scores across several key culture dimensions:
- 97% — Justice
- 87% — Community
- 86% — Pride
- 85% — Team
- 84% — Integrity
- 84% — Equity
Together, these scores demonstrate a culture built on respect, fairness, collaboration, and trust — values that are essential in an organization operating across complex global project environments.
Transparency Also Means Discussing Areas for Improvement
While the results were overwhelmingly positive, Caliber.global believes transparency also means openly discussing the areas where improvement is possible.
Several lower-scoring statements revealed opportunities for the company to further strengthen communication, employee involvement, and the overall employee experience as the organization continues to grow.
The lowest-scoring statements included:
- 61% — I feel I receive a fair share of the profits made by this organisation
- 63% — Management involves people in decisions that affect their jobs or work environment
- 68% — We have special and unique benefits here
- 68% — I believe management would lay people off only as a last resort
- 72% — My work has special meaning: this is not "just a job"
According to Mariska, these insights are just as valuable as the high scores.
“The strongest organizations are not the ones that only celebrate high scores,” she explains. “They are the ones willing to look critically at areas where employees expect more from us and turn that feedback into meaningful action.”
The survey outcomes provide valuable input for leadership discussions and future improvement initiatives across the organization.
“We see these results as an opportunity to keep evolving,” Mariska adds. “As we continue to grow, we want employees to feel connected not only to their teams, but also to the bigger picture. That means continuing to improve communication, involvement, development opportunities, and leadership visibility across the business.”
Continuous Improvement as Part of Our Culture
At Caliber.global, employee feedback is not viewed as a yearly exercise. It is an ongoing dialogue that helps shape the future of the organization.
Insights from the Great Place to Work® survey will be used to further strengthen collaboration, leadership development, employee engagement, and internal communication across all regions and functions.
“Our ambition is not to become complacent because of strong scores,” says Mariska. “The ambition is to keep improving year after year while staying true to the entrepreneurial, collaborative, and people-first culture that makes Caliber.global unique.”
As Caliber.global continues to scale, maintaining this level of trust and alignment is not a given. It requires continuous focus, leadership accountability, and a willingness to keep listening to our people.
The Great Place to Work® results therefore not only reflect where we are today, but also serve as a compass for where we need to improve to support our future growth ambitions.
Because ultimately, the strength of our people is what enables us to support some of the world's most complex construction supply chains successfully. Building the future of construction supply chain management starts with building a workplace where people genuinely want to grow, collaborate, and make an impact together.
