Our culture

Our culture is an important part of our strategy, because we believe that companies with strong corporate cultures outperform those without.

We have a unique culture, and it's a winning one. Sustainability thrives on consistency, and how we accomplish our goals is as important as what we achieve. That's why a few years ago we integrated specific behavior expectations into our business and HR practices (including leadership training, recruiting and performance evaluations). We call them our three keys to success – and we recognize (and celebrate!) culture-building efforts through a variety of initiatives like our Group Franchise Awards.

Great results rely on accountability and strong leaders, so we also developed a comprehensive House View on Leadership. We ask everyone in a management role to champion these qualities and to reflect them in their hiring, development and promotion decisions, and we've embedded them in our HR processes, too.

In our daily work, good leadership helps maximize the benefits of diverse teams. We help our managers (for example, through training to reduce unconscious bias) become more inclusive leaders as they make decisions about roles, assignments, working arrangements, promotions and performance evaluations.

Read more about diversity and inclusion

Managing a high-performing workforce

Clearly, managing our people well is key for our long-term success. Personal accountability and effective HR processes mean that teams and businesses perform better, individuals can advance in their careers, and ultimately, the firm can deliver its strategy.

Our global performance management process evaluates both performance and behavior, and employees receive two separate ratings in their year-end evaluations. This helps all of us take a close look at how well integrity, collaboration and challenge (the firm's expected behaviors) are demonstrated in daily business activities. It also makes our management, promotion and reward processes more transparent.