Living out our vision and mission underpins every aspect of BrownFlynn’s work. To make a positive and lasting impact, we partner with our clients to create sustained environmental, social, and economic value. For example, in the past two years, BrownFlynn conducted 24 materiality assessments; 45 G4 reports; and enhanced its subject matter expertise in environmental, social, and governance (ESG) ratings and rankings to help clients consistently improve their scores.
BrownFlynn aspires to create a world where all companies operate in a manner that enables current and future generations to thrive.
BrownFlynn partners with our clients to achieve positive and tangible social, environmental, and economic impact—leading to sustained value.
We reiterate our vision and mission at the start of each quarterly staff meeting to connect our daily work to our business purpose. Additionally, consultants share examples of projects where we positively affected our clients’ businesses so that others, in turn, can learn and influence their clients. We continually challenge our team to share learnings and success stories with colleagues, to innovate new approaches, and to challenge one another to develop new ways to create sustained value through our work.
Ethics and Integrity
“We Are BrownFlynn” embodies our core values. Every employee receives a framed copy to display in their workspace, and we reinforce our values at company meetings and retreats.
BrownFlynn’s operations depend on integrity and ethical business practices. Our Office Policy and Benefit Statement provide every employee with information about our requirements and expectations for employee and business conduct. Significant ethical topics discussed include:
Equal Employment Opportunity
Duty of Loyalty
With the growing trend of data privacy and security issues for businesses, we monitor and manage how we protect client privacy. We work with our information technology partner to ensure that we properly store client information on our internal server and dispose of e-waste. With each client, we sign confidentiality and non-disclosure agreements to ensure protection of our clients’ information.
Principals and Co-Founders Barb Brown and Margie Flynn lead Firm governance. They oversee the Firm’s strategic direction while setting and driving both the vision and tone of the Firm. The Principals have sole fiduciary responsibility for the Firm’s finances. Further, they both oversee the management of the major activities of the Firm. These include business development and marketing, operations, consulting services, client relations, and internal and external training. Most importantly, Barb and Margie nurture the BrownFlynn culture by trusting and empowering their team, and encouraging a culture of risk-taking that includes innovation and exploration.
Our three Directors support Barb and Margie by providing strategic direction to the Firm, identifying opportunities for growth and efficiency, setting and managing progress against the Firm dashboard, and determining resource capacity while making decisions about hiring needs. As a result, the Firm accomplished the following during the reporting period:
Welcomed seven new team members;
Instituted a new project management system that has greatly improved Firm efficiency, time management, and resource allocation; and,
Improved our Firm dashboard with more specific and attainable goals and performance tracking. The dashboard also drives our business and sustainability strategy.
Principals and Directors meet at least monthly and hold a yearly off-site strategic planning session. The management team shares outcomes of the session with the entire BrownFlynn team at our annual retreat. By strengthening our management team, we have continued to accelerate the Firm’s growth and profitability and contribute to our Firm’s ongoing commitment to client and employee satisfaction.
In This Section
The four material economic topics covered under Partner for Sustained Value…Through Our Work include:
Direct economic value generated and distributed through employee compensation, payments to capital providers or governments (taxes), donations/investments in local communities, and retained earnings; and coverage of the company’s 401(k) “safe harbor” and discretionary contributions.
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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.