Being part of Afi

Do not put up walls. Do not compartmentalise. Be transparent. Share

Managing unity based on an open relationship model is much more difficult than doing so within closed relationship models (hierarchies and categories). However, when well managed, an open relationship model is far more valuable, as it allows for the immediate transfer of employee value to the company, avoiding the loss of talent and energy due to friction and, above all, ensuring that we focus our efforts on the company rather than its structure, procedures and bureaucracy.

Areas or departments are useful because they help us define where to focus and assess the extent to which we are meeting our objectives. However, this area structure changes as we grow and as our market evolves. It is the structure that serves our teams, not the other way around. The area structure helps the partners responsible for the business to measure and organise in the short term, while remaining transparent to the rest of the employees.

Many of the projects we execute draw on resources from different formal areas, even when the scope of the business is clearly defined and straddles several of these areas. Complicating the formal structure by including matrices, cross-functional roles or similar elements only adds more bureaucracy and inefficiency.

The same applies at the corporate level. In many cases, the companies in our group were created to meet regulatory requirements (the management company), to simplify accounting and administrative management (Afi Global Education) or because we have undertaken initiatives with third parties (Afi MAS or Afin Compliance). Therefore, it has been necessary to have a separate legal entity. Some other companies were created separately for historical reasons that are no longer relevant, and whenever possible and straightforward, we have tended to merge them into Afi.

The organisation ensures that all employees know, at all times, who the person responsible for helping them maximise their performance and develop their skills is, but the assessment of their performance is always linked to their contribution to the company as a whole. As mentioned above, Afi's partners share this vision, and only a minority of our remuneration is linked to the specific success of the business we lead at any given time. Although we feel a strong responsibility and commitment to our contribution to the bottom line, we experience all of Afi's successes and failures as our own.

A successful Afi employee strives to break down unnecessary barriers and identify opportunities where the sum of our capabilities makes us better. This is much easier to achieve if we are transparent and diligent in providing our colleagues with access to any information that adds value (while, above all, protecting the confidentiality of our clients' information and complying with applicable regulatory and contractual obligations). Everything we do for the company belongs to the company; the more we share, the more valuable we become.

We are close-knit group. Be Loyal

The relationship of loyalty between employee and company (and vice versa) is mutually beneficial. Loyalty builds strong relationships, trust, purpose, recognition and reward. True loyalty must be sincere, honest and reciprocal. Companies and professional careers develop, to a large extent, thanks to loyal relationships, both between employees and companies and between companies and their customers.

In every interaction we have with customers or suppliers, we are aware that we represent Afi. Every email we send is signed with our logo and, therefore, we are aware that we communicate and interact on behalf of the entire organisation.

It is key for Afi that the professional benefit of the employee is indistinguishable from the benefit of Afi, and vice versa. Our performance evaluation clearly rewards those who base their decisions on the benefit of the organisation as a whole.

When an employee feels that Afi is no longer aligned with their project, we expect them to express this openly. On many occasions, this conversation has helped to clarify misunderstandings or detect and correct issues that can be remedied. In all cases, we accept and respect the employee's decision, and we offer every possible support to ensure a smooth departure.

Reciprocally, at Afi there is a policy that requires people managers to speak directly and clearly with any employee who is not fitting into our organisation, providing them with clear feedback, the opportunity, and a defined timeframe to address those aspects we consider incompatible with a career at Afi.

Help. If you can fix something, fix it

As long as they are made up of people, organisations are imperfect. The work of improving organisations is very necessary, but it is never-ending. All of us who are part of Afi are equally obliged to try to improve things, regardless of our level of responsibility. We do not distance ourselves from problems. If we see that something is wrong and it is within our power to fix it, we take care of it. If we cannot fix it, or if it would not be efficient for us to do so, we make sure to pass it on to someone who can. Problems are not ‘someone else's problem’ or ‘someone else's responsibility’; they are ours.

Any criticism we make should be accompanied by a proposed solution. A supportive attitude is contagious and creates significant value. A selfish attitude and distancing ourselves from the problems of our customers or colleagues are also contagious and impoverishing.