From accessible leadership to broad-based financial incentives, DFIN exemplifies the core practices that define the 2026 America's Top 100 Most Loved Workplaces.
Across the 2026 America’s Top 100 Most Loved Workplaces, our research identified a clear set of behaviors that build trust and drive performance. The most successful companies foster a culture of respect and values alignment through accessible leadership, systematic employee listening, and manager-as-coach training. They don’t just state their values; they operationalize them through co-creation and structured programs, creating an environment where employees feel seen, heard, and invested in the company’s future.
Donnelley Financial Solutions (DFIN), a leading global risk and compliance solutions company, stands out as a powerful example of these trends in action. With a remarkable 4.44/5 Love Score from its employees and a five-year streak of Most Loved Workplace recognitions, DFIN demonstrates how intentional cultural practices translate into a deeply engaged workforce.
The Accessible, Culture-Setting CEO
One of the defining trends of the 2026 Top 100 is the CEO who actively models company values. At DFIN, President & CEO Daniel N. Leib champions a culture of transparency and collaboration.
DFIN delivers confidence with the right solutions in moments that matter. That confidence starts with our people — leading with integrity, transparency, and a strong commitment to collaboration.
This is not just a mission statement; it is a practice. Leadership’s commitment to open communication is demonstrated through informal "Cocktails and Conversations" events, which allow employees to connect directly with the executive team. Leib’s focus on the team over individual accolades further reinforces the company’s "Collective Genius" value. According to DFIN’s Chief Human Resource Officer, Kirk Williams, the CEO dislikes being singled out for the “Most Loved CEO” award, preferring that the focus remain on the entire executive team and the company’s collective effort. This humility sets a powerful tone, making the company’s values feel authentic from the top down.
How DFIN Listens and Acts
DFIN excels at systematic employee listening, moving far beyond an annual survey. The company employs a multi-channel strategy to ensure employees feel heard and that their feedback leads to meaningful action. Quarterly all-hands Town Halls are held in morning and evening sessions to accommodate global time zones, drawing a 75% attendance rate. Crucially, leadership answers every question submitted.
For more focused discussions, DFIN created "In the Loop," a series of deep-dive sessions for all employees on specific business topics requested via surveys. A session on the company’s financial strategy with the CFO drew over 600 employees, as did another on the impact of AI. For senior staff, a separate "Leadership Loop" provides a forum to discuss strategic topics with the executive team.
The impact of this "speak-up" culture is clear. After employees in Hong Kong researched and presented a viable way to implement the company’s Employee Stock Purchase Plan locally, leadership approved the plan. This demonstrates a high level of psychological safety, where employees are empowered to contribute ideas that directly shape company policy.
Bringing Values to Life
At the best workplaces, values are embedded in daily operations. DFIN operationalizes its culture through its "Win as One" philosophy, which balances the needs of three core groups: employees, shareholders, and clients. This philosophy is the foundation for the company’s rebranded peer-to-peer recognition program, the "Pinnacle Awards." Employees nominate colleagues for awards like "Collaborate as One" and "Inspire as One," directly linking daily actions to company principles.
DFIN also fosters connection through storytelling. Its "Deepen Stories" program spotlights employees’ personal experiences related to cultural heritage months. By sharing authentic stories from Black, Chinese, or LGBTQ+ employees, the company moves beyond generic awareness campaigns to build genuine understanding and connection across its fully virtual workforce.
Fostering Broad-Based Financial Ownership
A key differentiator for a small but impactful group of the Top 100 is extending financial ownership to the entire workforce. DFIN puts its "Win as One" philosophy into practice by ensuring collective success is met with collective reward. The company recently gave a $1,000 performance bonus to every non-bonus-eligible employee worldwide, putting its commitment into tangible terms.
Furthermore, DFIN offers an Employee Stock Purchase Plan (ESPP) with a 10% discount to its workforce across the United States, Canada, the UK, Hong Kong, and Singapore. This gives employees at all levels a direct financial stake in the company’s performance, aligning individual contributions with the organization’s long-term success. As CHRO Kirk Williams notes, this shows the company "put our money where our mouth is" by ensuring that when the company does better, the employees do better, too.