View Award Categories | Business Culture Awards Norge

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We're open for entries for the NEW Business Culture Awards Norge
If you'd like to see what’s required to showcase your company culture initiative in Norge, register your interest and download an Entry Kit now.

To talk through your initiative and the category it would be best suited for, contact Erlend Engan on +47 90138729 or Bjørn Thonvold on +47 94842656, or at norge@businesscultureawards.com

Business Transformation Award

This award is open to organisations that have delivered a significant transformation or turnaround in their business and culture and can demonstrate outstanding results. Entries should clearly articulate how the organisation’s culture has been transformed, the drivers behind this change, and the positive impact it has had on overall business performance. Judges will be looking for evidence of how the change was enacted, and how and why the transformed culture has strengthened stakeholder confidence. Submissions may include achievements in areas such as strategic (re)alignment, stakeholder management, organisational design and development, change management, and process improvement, and should demonstrate how these elements connect to and support the cultural shift. In addition to describing the cultural change achieved, entrants should provide a clear account of the transformation journey, including how challenges or barriers were identified and successfully overcome.

View winning case studies in this category

Business Culture Enhancement Award

This award recognises organisations that have already established a positive and productive culture aligned to their people and strategy, and that have taken further significant steps forward on their journey towards becoming an exceptional workplace. Submissions in this category are likely to highlight progress across two or more areas of focus, such as wellbeing, flexible working, learning and development, or corporate social responsibility. Entrants should demonstrate how these initiatives have been developed, how they have driven a cultural shift, and the positive impact they have had on business outcomes. The organisation’s ambition, activities and results should be clearly articulated, with a clear explanation of how these developments contribute to the wider goal of becoming an exceptional workplace. In this category, judges will be looking for meaningful step‑changes in performance and culture, rather than a wholesale cultural transformation. As well as describing how the organisation’s culture has evolved, submissions should provide a clear account of the journey of cultural development, including how any challenges or barriers were identified and overcome.

Best Brand & Values Initiative for Business Culture

This award recognises organisations where brand and values play a central role in shaping workplace culture and influencing behaviours for business impact. Entrants will have clearly articulated organisational values and be able to demonstrate how these have been actively embedded to shape mindsets, influence behaviours and guide decision‑making within the organisation and/or in interactions with customers. Judges will be looking for evidence that behaviour change is sustained and consistent, and that it has delivered meaningful business impact. Submissions should outline how the brand and values have been developed, evolved and brought to life in practice, including how alignment has been achieved between the employer brand and consumer brand(s) where relevant. Entrants should provide clear evidence of the benefits delivered, for example enhanced employer visibility and reputation, stronger retention or engagement of employees, or improved customer trust, loyalty or advocacy. As well as demonstrating outcomes, submissions should clearly describe the journey to achieving a strong, authentic brand and values, including how any challenges or barriers were identified and overcome.

View winning case studies in this category

Future Workplace Readiness Award

The future of work is already taking shape. Rapid technological change, evolving workforce expectations and growing pressure on wellbeing are reshaping how organisations operate and how people experience work. Those best placed to succeed are taking a proactive, people‑centred approach to change, building resilience, adaptability and confidence while embracing new ways of working, learning and leading. This award recognises organisations that are actively preparing for the future workplace and understand how a strong cultural foundation enables successful change, sustainable growth and continuous learning. It celebrates organisations that are not simply reacting to change, but deliberately shaping the conditions in which their people and their business can thrive. Entrants may describe one or more aspects of their work, such as the realignment of culture and strategy; a people‑first approach to implementing new technology or AI; initiatives to upskill or reskill talent to meet changing business needs; or efforts to strengthen connection and collaboration across geographies, generations, or hybrid and remote workforces. Judges will be keen to understand how future‑of‑work readiness is driving cultural change, and how employee and stakeholder confidence and engagement have been maintained or strengthened through change.

Business Culture Innovation Award

Innovation is critical to sustainable organisational performance and to the engagement of employees and other stakeholders. When people feel empowered, heard, trusted and psychologically safe to experiment, share new ideas or challenge established ways of working, creativity is unlocked, inefficiencies are addressed and sustainable performance can be achieved. This award recognises an organisation that has delivered an effective and inspiring innovation initiative, or taken significant steps to build and embed a culture of innovation, with outstanding results. Entrants will demonstrate how their organisational culture has enabled innovation to flourish and how innovation activity has been translated into meaningful impact and success. Judges will be looking to understand how the focus on innovation has been intentionally enacted, the role of leadership and culture in enabling it, and how this approach has inspired employees and other stakeholders. As well as describing how the organisation’s culture has evolved, submissions should provide a clear account of the innovation journey, including how barriers or challenges were identified and successfully overcome.

View winning case studies in this category

Best CSR / Corporate Sustainability Initiative

Corporate Social Responsibility and Sustainability, including social and environmental impact, have the power to capture the hearts and minds of employees and other stakeholders by giving greater meaning and purpose to their efforts. The growing prominence of ESG (Environmental, Social and Governance) priorities and reporting reflects increased expectations that organisations act responsibly and transparently. Progress in this area goes to the core of organisational culture, influencing how decisions are made, how people behave and how organisations show up in the world. This award is open to organisations that have placed CSR, Sustainability or ESG priorities at the heart of how they operate and have delivered outstanding results. Judges will be keen to understand how this focus on communities, the environment, or both, has been enacted in practice and how it has had a direct and positive impact on organisational culture. Submissions should also outline any business benefits that have arisen, alongside the cultural impact achieved. As well as describing outcomes, entrants should clearly set out the journey to embedding CSR, Sustainability or ESG into the organisation, including how barriers or challenges were identified and overcome.

Best Learning & Development Initiative for Business Culture

Effective learning has the capacity to inspire individuals to do their best work and can have a transformative effect on the organisation as a whole. Innovation in learning and a blended approach to how interventions are delivered enable learning to be more effectively embedded, leading to true, long term mindset and behaviour change. Entrants in this category will be able to show how their learning approach has impacted on organisational culture and the business benefits that have arisen as a result of the initiative as a whole; for example upskilling/reskilling employees in line with new business priorities. Judges will be looking to understand how this focus on learning has been enacted, resulting in a reinvigorated culture that has the renewed confidence of employees and other stakeholders. As well as describing how the culture of the business has changed, submissions should also fully outline the transformation journey itself, including how any barriers or challenges were overcome.

View winning case studies in this category

Best Diversity, Equity & Inclusion Initiative

DE&I approaches seek to create meaningful, systemic change towards more equitable and inclusive environments. Organisations continuing to make sustained progress in this area recognise the value of diversity in high‑performing teams and understand the importance of creating cultures in which people from all backgrounds feel respected, supported and able to contribute fully. This award recognises organisations that have placed diversity, equity and inclusion at the heart of their business culture and can demonstrate outstanding results. Submissions should show how DE&I priorities have been intentionally embedded into everyday practices, leadership behaviours and decision‑making. Judges will be keen to understand how this focus on diversity, equity and inclusion has been enacted in practice, and how it has contributed to a stronger, more inclusive organisational culture. Entries should demonstrate the impact of this work on employee confidence, engagement and trust, as well as its influence on wider stakeholders. As well as describing the cultural outcomes achieved, submissions should clearly outline the DE&I journey, including how progress has been sustained over time and how any challenges or barriers were identified and overcome.

View winning case studies in this category

Best Initiative for Improving Attendance at Work

This award recognises organisations that have developed and implemented holistic and effective initiatives to strengthen work attendance as an integrated part of business culture. Entrants should demonstrate how they have worked purposefully to reduce workload pressure and ensure realistic expectations, as well as how leadership capability has been strengthened to support a culture characterised by trust, support and clarity. Initiatives should also include systematic prevention of sickness absence, improved follow-up of employees during absence, and an approach where workplace adjustments are a natural and integrated part of everyday work. Judges will look for how the organisation has enabled employees to strengthen their sense of mastery and competence, and how a life-phase-oriented HR policy contributes to increased work attendance and inclusion across different stages of working life. Submissions should clearly demonstrate how these initiatives collectively have contributed to a stronger, more inclusive and sustainable organisational culture, and the positive impact this has had on both employee experience and business outcomes. In addition to describing achieved results, entrants should provide a clear account of the development and implementation journey, including how challenges and barriers were identified and successfully addressed.

HR Tech & Data-Enabled Culture Award

Digital tools, data and analytics are increasingly shaping how people experience work, make decisions and connect with one another. When used thoughtfully, technology can strengthen trust, transparency and inclusion, enable better collaboration, and support more responsive and human‑centred organisations. Used well, it becomes a powerful enabler of positive business culture. This award recognises organisations that have taken a people‑first approach to using technology, data and/or analytics to strengthen business culture. Entries may focus on how digital tools or insights have been used to improve communication, engagement, wellbeing, decision‑making, learning, performance or employee experience, rather than on technical implementation alone. Judges will be keen to understand how this focus has been enacted in practice, the cultural impact it has had, and how it has enhanced the confidence of employees and other stakeholders. Submissions should demonstrate how technology and/or analytics have been progressed at a cultural level, not simply an operational one, and the business benefits achieved as a result. As well as describing outcomes, entrants should clearly outline the journey taken, including how challenges or barriers were identified and overcome.

View winning case studies in this category

Designing Work for Culture & Performance Award

As organisations move beyond large‑scale changes to where people work, attention is increasingly focused on how work feels, where connection happens, and the moments that matter. With more dispersed teams, evolving employee expectations and a renewed emphasis on wellbeing and belonging, organisations are intentionally designing ways of working that create meaningful connection, collaboration and performance. This award recognises organisations that have thoughtfully redesigned working practices and aligned their culture to support purposeful moments that bring people together. Entries in this category may focus on reimagining physical workspaces, creating intentional collaboration, learning or celebration, strengthening connection across hybrid, remote or frontline teams, or designing more sustainable and engaging patterns of work. Judges will be keen to understand how employees have been involved in shaping these approaches, how culture has enabled new ways of working to take hold, and how this has strengthened engagement, trust and effectiveness. Submissions should also demonstrate the business benefits achieved, such as improved performance, retention, collaboration or productivity. As well as describing outcomes, entrants should clearly outline the journey of change, including how challenges or barriers were identified and overcome.

Culture & Communications Award

Effective communication plays a critical role in shaping and sustaining a strong business culture. When communication is clear, purposeful and well executed, it enables better‑informed and more trusted leaders, and helps employees feel valued, engaged and connected to the organisation’s direction. Particularly during periods of change or uncertainty, strong internal communication supports faster understanding, alignment and response. This award recognises organisations that have used communication strategically to strengthen culture, whether through an ongoing approach or in response to a significant business challenge. Entrants may focus on initiatives such as realigning employees with business priorities, supporting changes in behaviour and ways of working, enabling organisational transformation, or responding meaningfully to employee voice and feedback. Judges will be looking for evidence that employee needs have been understood and actively considered, and that communication has been used to build clarity, confidence and trust. Submissions should present a clear narrative describing the scale and impact of the approach, how communication aligns with organisational culture, values and behaviours, and the business outcomes achieved, such as improved engagement, alignment or performance.

Employee Engagement Award

This award recognises organisations that have developed and embedded a strong culture of employee ownership, where individuals take active responsibility for their own work, collaborate effectively with others, and contribute to shared goals and outcomes. It is aimed at organisations that have worked systematically to clarify expectations of the employee role and strengthen ownership, initiative and accountability across the organisation. Entrants should demonstrate how they have developed a shared understanding of what good employee ownership looks like, and how this is integrated into daily practices, collaboration and decision-making. Initiatives may include efforts to clarify roles and responsibilities, strengthen relationships and trust, promote open dialogue and a feedback culture, and build capabilities in collaboration, self-leadership and collective problem-solving. Judges will be keen to understand how leadership and organisational structures have supported the development of employee ownership, and how the organisation has enabled employees to experience mastery, involvement and real influence. Consideration will also be given to how the culture promotes accountability both individually and collectively. Submissions should clearly demonstrate how the focus on employee ownership has contributed to a stronger, more trust-based and collaborative organisational culture, and the positive impact this has had on engagement, collaboration and business performance. In addition to describing achieved outcomes, entrants should provide a clear account of the development journey, including how the organisation has worked to create lasting behavioural change, and how any challenges or barriers were identified and overcome.

Business Culture Leadership Award

This award recognises professionals who have created, shaped or significantly advanced a positive and productive business culture, demonstrating clear passion, commitment and credibility in building a workplace that has earned the confidence of employees and other stakeholders. Entries may focus on an individual leader, a small group of leaders, or an entire leadership team. Submissions should demonstrate how leadership has played a defining role in setting direction, modelling behaviours and embedding values that have positively influenced organisational culture. Judges will be looking for clear evidence of cultural impact, and the specific contribution made by the individual or individuals nominated. Entrants should articulate the leadership approach taken, the values that underpin it, and why this leadership has been particularly influential in shaping culture and performance. As well as describing how organisational culture has evolved, submissions should clearly outline the leadership journey behind this change. This should include the context for action, the challenges or barriers encountered, and how these were addressed. Evidence of positive outcomes for employees, stakeholders and the organisation will be key to a strong entry.

View winning case studies in this category

Business Culture Team Award

This award recognises the power of teams to champion, shape and influence outstanding business culture. It celebrates teams whose collective passion, commitment and collaboration have played a defining role in creating a distinctive workplace that has earned the confidence of employees and other stakeholders. Submissions should demonstrate how the team has contributed meaningfully to cultural progress within the organisation. This may include innovative approaches to addressing cultural challenges, effective collaboration across functions or boundaries, or the delivery of key initiatives that have strengthened culture and performance. Judges will be looking for clear evidence of the team’s impact, including measurable contributions to organisational outcomes. This could include underpinning project work, operational excellence in execution, improvements in engagement or performance, or demonstrable cultural change linked to the team’s efforts. Entrants should provide insight into the team’s values, ways of working and approach, and explain why the team has been particularly influential. As well as describing how organisational culture has evolved, submissions should clearly outline the team’s journey, including the context for action and how any challenges or barriers were identified and overcome.

View winning case studies in this category

Coaching, Mentoring &/or Personal Development Award

Coaching, mentoring and the targeted development of individuals through structured, ongoing conversations and activities can deliver wide‑reaching benefits for both organisations and their people. These approaches can help develop and retain critical talent, provide stability during periods of change, support knowledge‑sharing and skill transfer, and boost individual performance, motivation and career progression. In this category, judges will be looking to understand how coaching, mentoring and/or personal development or performance management initiatives have supported organisational performance and success, and how far‑reaching their impact has been. This may include evidence of a growing coaching culture, improved performance, stronger leadership capability or enhanced employee confidence and engagement. Entrants should clearly outline the full journey of the initiative, including its planning, design, implementation, measurement and outcomes, as well as any next steps or future development plans. Submissions should also explain who has been involved, including the rationale for the selection of coaches, mentors, coachees or development groups, and how this has contributed to the initiative’s overall effectiveness.

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Talent Strategy & Capability for Business Culture

Attracting, developing and retaining the right talent has become one of the defining challenges facing organisations today. With blended, multi‑generational and geographically dispersed workforces, evolving skill requirements and increasing competition for critical capabilities, organisations are rethinking how talent strategy supports both performance and culture. This award recognises organisations that have taken a thoughtful, effective and culture‑led approach to talent strategy, delivering clear value for their people and their business. Entries may describe one or more talent approaches, such as developing early‑career or future talent, upskilling or reskilling existing employees to meet changing needs, attracting scarce or specialist skills, strengthening connection across diverse workforce groups, evolving an Employee Value Proposition, or embedding values‑based recruitment and development. Judges will be looking to understand how talent approaches are aligned with organisational culture, and how this alignment has enabled stronger outcomes. Submissions should demonstrate the impact on engagement, capability, retention or performance, and clearly outline the journey taken, including how challenges or barriers were identified and addressed.

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International Business Culture Award

This award is open to organisations with a significant international footprint that have delivered business culture work, either in a single national context beyond the UK, or across multiple countries, regions or markets, with outstanding results. Entrants may or may not have a UK‑based team or office. Submissions should demonstrate how the organisation has worked at a cultural level across countries, regions or markets, and how this has supported collaboration, consistency and performance in an international context. Entries may reference one or more programmes or initiatives, such as wellbeing, learning and talent development, leading with purpose, or the introduction of new values and behaviours. Some entrants may also describe broader or wholesale business culture transformation delivered internationally. Judges will be looking for clear evidence of achievement in these areas, with particular focus on how business culture has been successfully embedded and sustained across borders. Submissions should clearly outline key project steps, including planning, implementation, measurement and results, and describe the change journey, including how any challenges or barriers were identified and overcome.

Business Culture Consultancy of the Year Award

The award will be presented to a consultancy that has delivered outstanding results through one major client engagement or a portfolio of client projects focused on business culture. Entries should demonstrate how the consultancy has worked in close partnership with its client(s), applying insight, expertise and creativity to achieve meaningful cultural outcomes, rather than solely operational change. Judges will be looking for clear evidence of impact, including client testimonials, relevant metrics and a compelling explanation of why the consultancy’s work has been particularly effective. They will consider the appropriateness of the approach, innovation in design and delivery, business and cultural outcomes achieved, and levels of client satisfaction. The consultancy must have permission from its client(s) to enter; however, unlike other categories, this award will be presented in the consultancy’s name only. As well as describing how organisational culture has changed, entries should clearly outline the journey undertaken, including how challenges or barriers were identified and overcome.

View winning case studies in this category

Best Corporate Sustainability Initiative

Employees, customers, investors and partners are increasingly demanding to see sustainable practices from the companies they work for and engage with. When an organisation emphasises growth and profitability without compromising people, the planet or the economy, its culture both enables and is shaped by this. This category is open to companies who have prioritised sustainable practices, such as reducing their environmental impact and carbon footprint; taking good care of people inside and outside of the business; and implementing sustainable business practices to promote long term profitability. The judges are keen to grasp how organisations have enacted this focus, and how this has aligned with a more purpose and values-driven organisational culture. As well as describing how the culture of the business has changed, submissions should also fully outline the journey itself, including how any barriers or challenges were overcome.

Best Corporate Social Responsibility Initiative for Business Culture

Corporate Social Responsibility has the power to capture the hearts and minds of employees and other stakeholders, by giving even greater meaning and purpose to their efforts. This category is open to companies who have put CSR at the heart of their Business Culture and seen outstanding results. The judges are keen to grasp how organisations have enacted this focus on corporate social responsibility, and how this has had a direct and positive impact on culture. Entries will cover how organisations have progressed corporate social responsibility at a cultural, rather than a procedural, level, and the business benefits that have arisen from this. As well as describing how the culture of the business has changed, submissions should also fully outline the transformation journey itself, including how any barriers or challenges were overcome.

View winning case studies in this category

Best Digital Transformation Initiative

Real digital transformation is happening and the impact of the pandemic, coupled with changes in consumer habits and needs, has made the rapid adoption of new technology a commercial imperative to ensure ongoing organisational success. In some cases, companies may have had digital transformation on their ‘to do’ lists for years; others may have already embarked upon projects that have more recently been supercharged. This award recognises where technology has been used to enable connection and collaboration despite remote or hybrid working and entrants will be able to demonstrate a people-first approach to using technology effectively, rather than a technology-first approach. The judges will be keen to grasp how organisations have enacted this focus on technology; what the cultural impact has been; and how this has enhanced the confidence and engagement of customers and other stakeholders. Submissions should fully outline the transformation journey, including how any barriers or challenges were overcome as well as the business benefits that have arisen.

Business Culture Ambassador Award

This award has been created to recognise individuals who, although not in senior leadership positions, are role models for their work in influencing, championing, and shaping exceptional Business Culture. The person could have contributed to this in a number of ways. They may have stepped forward during more recent times of change and challenge. They may be responsible for setting and driving the Business Culture approach for the organisation, or for a particular area within it. Alternatively, it may be an individual who has enabled important areas of project implementation. This person will have set a clear example to others, through their passion and commitment for creating a better workplace. Judges will be looking to understand how this person has led success; for insight into the individual’s values and approach, including reasons why they have been so influential; and they will assess measurable examples of their action and achievements. As well as describing how the culture of the business has changed, submissions should also fully outline the transformation journey itself, including how any barriers or challenges were overcome.

Business Culture Awards Norge
Contact: Erlend Engan +47 90138729, Bjørn Thonvold +47 94842656 or norge@businesscultureawards.com
Registered Office: Strategy Works Partners, VAT/Org Number: 837372852