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Corporate Culture

Published on Friday, 28 Jan 2011
Andre Ma
Managing director
Crocs Hong Kong & Taiwan
Janet Bibi Ferreira
Director of human resources and administration
Baker Tilly

Andre Ma
Managing director, Crocs Hong Kong & Taiwan


Most companies have a structure based on functional reporting lines and definitive paths to follow. However, in Crocs, we do not operate that way. Even now, with our products on sale in 125 countries, we have a relatively flat organisational structure and an open-door policy practised by everyone, including senior global managers.

This encourages employees at all levels to communicate directly and transparently. As a result, our staff are motivated, take a flexible approach and think outside the box.

This is also in line with our brand promise, which is to be revolutionary, something we will continue to do, while providing exceptional value for consumers.

Merits of the culture

We find that candid communication between employees helps to create a pleasant and supportive work environment.

Encouraging people to talk means that ideas flow more freely, which is the starting point for the original products we need to revolutionise the market. Naturally, bureaucracy and company politics are things we do not tolerate.


The company organises a lot of regional conferences and team-building activities to encourage the exchange of ideas outside the office environment.

For example, there are general manager meetings every quarter, regional conferences for sales and marketing twice a year, regular summits for visual merchandising and retail, and an annual get-together for regional public relations. As a global company, we appreciate talent and our door is always open for any candidates with potential.

As part of the performance review programme, we use a system of "management by objectives", expecting employees to set their own goals and targets. This helps us to ensure that the process of open, two-way communication is really in place at all levels and that staff can let the company know what they want to achieve 

Janet Bibi Ferreira
Director of human resources and administration, Baker Tilly


We aim to create a friendly, learning culture with a stress on care and respect for each other. This makes for a work environment that supports the sharing of knowledge and translates into our selection and recruitment process.

In interviews, and during orientation and training sessions, we emphasise aspects of our corporate culture and expect staff to illustrate what we stand for through their behaviour, communication and work attitude.

We want to encourage creative thinking and co-operation, strengthening commitment and building a bond between our staff and the company. We believe that having a fair system of policies and practices motivates employees and increases job satisfaction. This leads to better productivity and ongoing success.

Merits of the culture

It is common for people in the accounting and business consulting sector to work 10 to 12 hours a day. That means they may spend more time with colleagues than with their family members and friends. It is, therefore, important to ensure people feel comfortable in the work environment, so they perform effectively and are keen to keep learning. Achieving that doesn't cost a lot, but it does take care and consideration.

To utilise strengths and increase trust, we include staff representatives in brainstorming groups tackling various issues. As a result, new measures are widely accepted and the sense of an inclusive culture reduces conflict.


An intranet forum gives staff a platform for comments and suggestions. We have an in-house incentive system where the person behind the best ideas can win a three-night trip for two to a destination in Asia. Also, anonymous job satisfaction surveys twice a year help us monitor staff engagement and gather useful feedback. It is a positive sign that so many employees refer friends as potential recruits.

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