We love our headquarter offices. In many ways, it’s because the space reflects the personality of BrownFlynn.
We occupy the 36th floor of Cleveland’s landmark Terminal Tower; the very same space the Van Sweringen brothers occupied after they built the Tower and its innovative “city within a city” complex. Both pragmatic and innovative for the time, they understood the value of having offices near shops, restaurants, hotels, and public transportation. These physical attributes drew us to this space; but it was our common belief that pragmatism and innovation can coexist that sold us. Practically, this means the vast majority of our team walks to work or uses public transportation. For our out-of-town associates and clients, they can hop on the rapid transit from the airport and arrive at Terminal Tower in less than 20 minutes. Once off the elevator, the surroundings inspire our creativity and innovation on behalf of our clients. We do this by honoring and learning from history, admiring and appreciating modern amenities, and admiring the people, land, and water we aim to help sustain and thrive.
Walking in, visitors are reminded of days gone by—when a bigger office meant a bigger job. The very setting of dark paneling and high ceilings conveyed professionalism, confidence, and the right to offer an opinion, and offer it assertively. BrownFlynn is proud to embody these characteristics with a modern twist infusing bright colors to make the atmosphere fun and approachable. Take our conference rooms for example, aptly named, “Top Shelf”, “With a Twist”, “On the Rocks”, and “Straight No Chaser.” Who occupies those big offices formerly housed by one executive? Up to eight of our associates, some who choose to sit, others who take turns at standing desks, but all who enjoy an incredible 360-degree view of our beautiful city. The Principals? In the former secretaries’ offices.
Our Space: Then & Now
Then: Lobby 1948 / Now: Lobby
Then: Large Conference Room 1947 / Now: Top Shelf Conference Room
Statement from the most senior decision-maker of the organization about relevance of sustainability to the organization and the organization’s strategy for addressing sustainability
Name of the organization
Primary brands, products, and services
Location of organization’s headquarters
Number of countries where the organization operates, and names of countries with significant operations or that are specifically relevant to the sustainability topics covered in the report
Nature of ownership and legal form
Scale of the reporting organization
Total workforce by employment type, employment contract, and region, broken down by gender
Percentage of total employees covered by collective bargaining agreements
Description of the organization’s supply chain
Significant changes during the reporting period regarding organization's size, structure, ownership, or supply chain
Whether and how the precautionary approach or principle is addressed by the organization
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses
Memberships in associations and/or national/international advocacy organizations
Entities included in the organization consolidated financial and nonfinancial reports
Process for defining report content
Material aspects identified in the process for defining report content
For each material aspect, the aspect boundary within the organization
For each material aspect, the aspect boundary outside the organization
Explanation of the effect of and reasons for any restatements of information provided in earlier reports
Significant changes from previous reporting periods in the scope and aspect boundaries
List of stakeholder groups engaged by the organization
The basis for identification and selection of stakeholders with whom to engage
The organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns
Date of most recent previous report
Contact point for questions regarding the report or its contents
‘In accordance’ option and GRI Content Index
Policy and current practice with regard to seeking external assurance for the report
Governance structure of organization, including committees of the highest governance body
The organization’s values, principles, standards, and norms of behavior such as codes of conduct and codes of ethics
Disclosure on Management Approach for Aspect
Coverage of the organization’s defined benefit plan obligations.
Financial assistance received from government.
Significant indirect economic impacts, including the extent of impacts.
Total number and rates of new employee hires and employee turnover by age group, gender and region.
Average hours of training per year per employee, by gender and by employee category.
Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.