CWC recognizes the need for responsible environmental management and a commitment to the communities in which we operate. It is our responsibility to provide forthright reporting to shareholders and limited partners. We will communicate fully and promptly about problems and opportunities facing the Company or its subsidiaries.
Managers should be owners. Each of us has committed a significant portion of our personal net worth to the Company. The managers and employees of our subsidiaries must have a meaningful personal financial interest in their company. In this way they can earn the rewards of entrepreneurship and share the risks of ownership.
Our operating decisions are based on the belief that if a company merits acquisition, it is then worthwhile to be intensely developed for the long term.
Acquisitions are made in partnership with the purchased company’s workforce. We take pride in employees and they return the favor.
As owners, CWC is fully engaged in our responsibility is to support and encourage our companies in the entrepreneurial rebuilding of their businesses.
As managers, it is our responsibility to identify and manage business risk. As shareholders, we require an appropriate return for the risk we accept.
Our subsidiaries are shaped in the image of the person at the top. Successful businesses are built by successful leaders. One of the most important decision we make for a subsidiary is the choice of its chief executive.
Integrity is our overarching principle. We honor our commitments, act according to our stated values, and hold ourselves and our employees to the highest ethical practices.
We strive to deepen our bench strength by attracting and promoting the very best men and women. We measure performance with honesty, provide coaching where needed and create opportunities for people to show their potential.
Rewards should match performance, so individual performance in meeting objectives, creating value and strengthening the team is rewarded in direct proportion to achievements. Those who do not perform or live our values are asked to seek other work.
We continually look for ways to collapse the time required to make and implement decisions. We improve the speed and effectiveness of our decisions by encouraging the free flow of information from all parts of the organization.
We use best practices, industry benchmarking and aggressive budgeting as a base from which to challenge the highest targets for operating performance and value creation. Individuals should “dream the big dream” and not be penalized for coming up short on stretch targets.