As part of Vietnam’s Best Workplaces 2026, we’re honoring three organizations that have reached Legend status with five consecutive years of excellence in workplace culture.
Vietnam is one of the fastest-moving digital economies in the world. To sustain that pace, the organisations building its networks need people who can move quickly, solve hard problems, and stay for the long haul.
Ericsson has been part of that story for decades, helping Vietnam evolve from 2G to 5G with one of the world’s fastest rollouts. Inside its Vietnam business today, 98% of employees say it’s a great place to work, nearly double the global average of 53%. That level of confidence is built deliberately, through culture, leadership, and the way work itself is structured.
In the process, Ericsson is also creating a workplace where people feel genuine ownership over what they do, and where they are going in their careers.
The Connectivity Company That Connected With Its People
This year, Ericsson ranked fourth in the medium category on Vietnam’s Best Workplaces List and reached legend status for five consecutive years of being recognized as a best workplace.
Rita Mokbel, President of Ericsson Vietnam, sees it as proof that the company is creating the kind of environment where people can do work that matters. “We are delighted and humbled by this recognition by GPTW. It is an assurance that we are on the right path to creating a workplace where our teams can thrive, achieve their full potential and also deliver their best to our customers,” she says.
Ericsson Vietnam describes their company values through five behaviors that employees practice daily. Mokbel names them as, “Executing speedily, showing empathy and humanness, making courageous fact-based decisions, having a speak-up environment, and ensuring cooperation and collaboration.”
Having a speak-up environment carries particular weight for Mokbel. “At Ericsson, we view our employees as our greatest asset, valuing both their contributions and the knowledge they bring,” Mokbel says. “Through effective communication models, we listen to their ideas and feedback, ensuring timely responses, with the aim of fostering a workplace culture where employees feel appreciated, valued, and respected as key members of the organization.”
In practice this means engineers and specialists are contributing ideas, flagging problems, and shaping solutions in real time. When you’re deploying next-generation infrastructure at the speed Vietnam demands, that feedback loop is the difference between a network that works and one that works well.
Performance That Means Something
Leadership at Ericsson Vietnam takes a clear-eyed view of what performance means. “We believe people perform at their best when they know what work needs to get done and why,” Mokbel explains. “Here in Vietnam, we believe in setting specific, challenging goals and holding our employees accountable.”
“At Ericsson, performance is not just about being busy or completing a list of tasks,” Mokbel says. “It’s about creating real impact for our business and our customers. Given the competitive nature of our industry, we continuously focus on raising the bar on performance.”
The company backs that philosophy with investment. Ericsson provides self-directed learning that lets employees upskill anywhere and at any time.
“We provide opportunities to develop and continually up(re)skill anywhere and at any time through self-directed, accountable learning,” Mokbel says. “We strive to make learning easy, offering technology such as AI or learning platforms like Degreed on mobile to everyone at the company.”
Trust as Infrastructure
Ericsson Vietnam’s approach doesn’t separate culture from delivery. “At its simplest, trust improves organizational alignment and collaboration within the workforce towards a common business objective,” Mokbel says. “We are on a mission to mobilize and enable our employees to transform their skill sets and mindsets, for disciplined growth.”
That integration of development and delivery is deliberate. “By integrating rigorous development practices with robust support for well-being and career progression, Ericsson equips its employees to meet their ambitions but also strengthens the very foundation of our organization,” she adds.
“This integrated approach ensures that every team member can thrive professionally and personally while contributing to the broader goals of innovation, safety, and sustainable growth.”
Career Architects, Not Career Passengers
The phrase Mokbel describes Ericsson employees as “the true architects of their own career journey”. It describes a structural commitment to internal mobility, role challenges, and pathways that extend beyond contracted responsibilities.
“At Ericsson, we truly value our talent and are working on creating an environment where the team can achieve their fullest potential,” Mokbel says. “Whether it’s through continuous learning, upskilling initiatives, fostering a flexible work environment, or encouraging individuals to embrace new roles and challenges, at Ericsson we open doors to endless possibilities for people.”
The company actively encourages employees to challenge the status quo. “Ericsson provides many pathways for employees to be involved with challenging the norm, influencing change and contributing to business success outside of the parameters of their contracted roles,” Mokbel explains.
When asked what message the Best Workplace recognition sends to current and future employees, Mokbel’s answer is succinct: “We see Great Place To Work recognition as an assurance to our people that Ericsson can enable them to become the CEO of their own career.”
