W. L. Gore and Associates provides an example of a company that displays some, but not all, of these characteristics of Sustainable HRM. It is an international company making 1,000 products and located in more than 50 countries. It is known for its innovative products and for being one of the ' 100 best companies to work for'. When the company was established in 1958, its founder, Bill Gore, did not have a well-established business plan; however, he did have a strong desire to innovate and to manage the company's people so that they felt safe, valued, engaged, and that they were making a contribution. He believed these social and business outcomes were best achieved by creating a 'unique, non-hierarchical culture which fosters the innovative spirit of individuals and small teams'.

The culture is informed by four guiding principles:
- Fairness to each other and everyone with whom we come in contact;
- freedom to encourage, help, and allow other associates to grow in knowledge, skill, and scope of responsibility;
- the ability to make one's own commitments and keep them; and - consultation with other associates before undertaking actions that could impact the reputation of the company.
These principles also serve as a reference point for employee behaviour and decisions. The principles are reflected in the selection process of new recruits, which involves teams of associates; the deployment of staff, which involves staff volunteering for jobs; the appointment of leaders, which often involves teams of associates; the maximum size of a facility, which cannot exceed 200 associates; and the requirement for consultation and associate involvement. The principles also underpin the pursuit of the company's strategy which focuses on innovation, growth, and differentiated and quality products that exceed the needs of customers.
W. L. Gore is a private company and is therefore not required to answer to external shareholders. The company is constantly growing through processes such as acquisitions and the development of new products internally. The HR processes encourage the transfer of knowledge, the pursuit of new ideas, the development of capabilities, and a recognition of the value of tangible and intangible resources.
The processes of consultation, involvement in decision-making, and sharing knowledge can be time -onsuming processes; however, it is believed that once a decision is made, associates are keen to execute the decision. Individual performance assessments are based on team-member evaluations, and rewards are based on these evaluations. Performance pay reflects individual performance, and arrangements exist for profit-related pay, the provision of stock, and free private health care. There are no hierarchical structures or formal channels of communication, and the company seeks to maximise individual potential by having sponsors assist associates to develop their potential and contribute to the organisation. Positive social outcomes include associate satisfaction and retention. The various business units within W. L. Gore and Associates are concerned about their impact on the environment. The organisation has an Environmental Responsibility Statement which is set out below.
A Legacy of Responsible Innovation
Gore's respect for the environment is a natural outgrowth of our legacy of responsible innovation. Throughout our history, we've applied the principles of sound science to create products that improve the quality of life, including products that solve difficult environmental problems. As a company and as individuals, we are committed to achieving a positive economic impact while being environmentally responsible. We will use the best scientific understanding available to guide us in our actions.
At Gore, we have an ongoing commitment to meeting all applicable health, safety, and environmental regulations and standards. We carefully consider the effects of our products and operations on the environment, as well as on the health and well-being of people. We strive to be good stewards of air, water, and energy resources, and in our management of waste.
As an innovative company, we are often in the forefront of technological breakthroughs where we assume added responsibilities. We will draw upon our unique knowledge, and the knowledge of others, to advance the understanding of the interaction of our products and processes with the environment. In all of our efforts, we will take a holistic approach that considers both the short- and long-term implications of our decisions and the prosperity of future generations.
The organisation states that it is committed to meeting the needs of customers through its innovative, reliable products and to improving the communities in which the organisation operates and the associates live. W. L. Gore has a continuing commitment to a legacy of taking a long-term view and seeks to make decisions that are consistent with this principle. The human resource practices and 'lattice structure', which is an integral part of building the culture and supported by human resource practices, are intended to provide a basis for responsible decisions and behaviour with regard to human, social, ecological, and community outcomes.The culture is informed by four guiding principles:
- Fairness to each other and everyone with whom we come in contact;
- freedom to encourage, help, and allow other associates to grow in knowledge, skill, and scope of responsibility;
- the ability to make one's own commitments and keep them; and - consultation with other associates before undertaking actions that could impact the reputation of the company.
These principles also serve as a reference point for employee behaviour and decisions. The principles are reflected in the selection process of new recruits, which involves teams of associates; the deployment of staff, which involves staff volunteering for jobs; the appointment of leaders, which often involves teams of associates; the maximum size of a facility, which cannot exceed 200 associates; and the requirement for consultation and associate involvement. The principles also underpin the pursuit of the company's strategy which focuses on innovation, growth, and differentiated and quality products that exceed the needs of customers.
W. L. Gore is a private company and is therefore not required to answer to external shareholders. The company is constantly growing through processes such as acquisitions and the development of new products internally. The HR processes encourage the transfer of knowledge, the pursuit of new ideas, the development of capabilities, and a recognition of the value of tangible and intangible resources.
The processes of consultation, involvement in decision-making, and sharing knowledge can be time -onsuming processes; however, it is believed that once a decision is made, associates are keen to execute the decision. Individual performance assessments are based on team-member evaluations, and rewards are based on these evaluations. Performance pay reflects individual performance, and arrangements exist for profit-related pay, the provision of stock, and free private health care. There are no hierarchical structures or formal channels of communication, and the company seeks to maximise individual potential by having sponsors assist associates to develop their potential and contribute to the organisation. Positive social outcomes include associate satisfaction and retention. The various business units within W. L. Gore and Associates are concerned about their impact on the environment. The organisation has an Environmental Responsibility Statement which is set out below.
A Legacy of Responsible Innovation
Gore's respect for the environment is a natural outgrowth of our legacy of responsible innovation. Throughout our history, we've applied the principles of sound science to create products that improve the quality of life, including products that solve difficult environmental problems. As a company and as individuals, we are committed to achieving a positive economic impact while being environmentally responsible. We will use the best scientific understanding available to guide us in our actions.
At Gore, we have an ongoing commitment to meeting all applicable health, safety, and environmental regulations and standards. We carefully consider the effects of our products and operations on the environment, as well as on the health and well-being of people. We strive to be good stewards of air, water, and energy resources, and in our management of waste.
As an innovative company, we are often in the forefront of technological breakthroughs where we assume added responsibilities. We will draw upon our unique knowledge, and the knowledge of others, to advance the understanding of the interaction of our products and processes with the environment. In all of our efforts, we will take a holistic approach that considers both the short- and long-term implications of our decisions and the prosperity of future generations.
The organisation states that it is committed to meeting the needs of customers through its innovative, reliable products and to improving the communities in which the organisation operates and the associates live. W. L. Gore has a continuing commitment to a legacy of taking a long-term view and seeks to make decisions that are consistent with this principle. The human resource practices and 'lattice structure', which is an integral part of building the culture and supported by human resource practices, are intended to provide a basis for responsible decisions and behaviour with regard to human, social, ecological, and community outcomes.

Questions
1 Discuss the reasons for the development of the Sustainable HRM approach.
2 Explain in what ways Sustainabie HRM is different from. SHRM.
3 Explain the reasons for the development of reporting frameworks on the practices of organisations and their impact on a broad range of outcomes. Assess the effectiveness of these frameworks in shaping management practice.
4 Discuss the implications of Sustainable HRM for HRM policy and practice.
5 What factors do you consider will shape the future of the management of people in business organisations?