Putting people at our core.
The PRI has undergone sustained growth over the past ten years. We now have over 90 members of staff (15% of which are located outside our London base) supporting a global and rapidly-expanding signatory base. This growth is expected to accelerate in the coming years.
Our last employee engagement survey in 2015 reported a 75% engagement rate. As our staff are our most important asset, we want to build on this and ensure that they are effectively supported – now and for the next decade.
As we look to the PRI’s next ten years, we need to guarantee we are set up to promote systemic change and champion our expanding employee base as best we can. To do this, we have taken a more structured approach to HR.
We recruited our first ever Director of People and Culture. This role was created to construct and implement the PRI’s HR strategy, as well as manage HR practices across all our offices, ensuring all staff are united by one vision. This marked an important step in our evolution as we start to formalise our HR practices with a more defined framework.
As well as our first Director of People and Culture, we also hired our first Chief Operating Officer (COO). The COO will coordinate projects across the organisation, helping to prioritise objectives and making sure our staff across the globe work under one strategy. With this more streamlined approach and a stronger director group, we will be more responsive to our signatories’ needs, now and in the future.
Our staff are our most important asset. We want to ensure they are effectively supported – now and for the next decade.
Our mission-driven culture means that our staff are motivated, passionate and committed to responsible investment.
Maintaining this culture will be crucial as we grow and become more geographically dispersed. To ensure this we:
This positive working culture has meant employee turnover has stayed under our target of 15% at 14.3%. The average turnover for organisations with under 250 employees for the same period was 16.1%. To make sure we are more aware of how our employees feel about the PRI and to keep turnover low, we will run the Employee Engagement Survey every year, instead of every two years.
We’re dedicated to leading by example on the ESG front. For example: