Canva has committed to a flexible work model for its employees long-term, following fellow Australian tech unicorn Atlassian in embracing remote work.

The company has called the change part of its “long term approach to the future of work,” where it will focus on flexibility and connection and abolish any formal rules around office attendance.

In an announcement published on Tuesday, the company said it won’t have strict requirements for the number of days spent in an office, but will instead empower teams to decide on the number of days employees are expected to attend work in person.

The blog went on to explain that 79 per cent of the Canva team had said they felt productive working from home and 81 per cent had said they would like to continue having flexibility.

However, Canva also announced that they would expect employees to return to the office, one or two times a season. This means Canva employees still need to be able to visit physical offices.

 While having a conversation with a news agency, founder Cameron Adams, said: “We’ve had a taste of what that flexibility looks like and being able to spend more time with your family, prioritise your day and figure out when you want to work, what you want to work on.

“Even I and my two co-founders have really enjoyed that flexibility and that ability to come into the office when we want, meet people when we need to do a Zoom call and juggle all the things.

In late April Australian tech giant Atlassian announced a remote work policy that would enable its global staff of 5,700 to work from anywhere in the world.

Atlassian also said its policy not only reflected the company’s global approach to talent, but signalled a shift in the flexibility employees expected in conducting their work.

In April Canva rocketed to a new milestone with a valuation of $US15 billion ($19.7 billion) following a new round of funding.

The graphic design startup said the pandemic had boosted its user base by 50% due to an increased demand for tools that enable remote collaboration.

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