We are using the principles of the Teal paradigm to create a flat organisation that is a great place to work (remotely). Our Teal culture can be characterised by self-organisation, enabling you to be your whole self and evolving purpose.

We see the organisation as a living system, where change happens all the time and we all grow and become more self-aware as the organisation and people evolve through open and honest conversations and without a need for command.

Our values


The Sustainable Development Goals (SDGs) are the most aspirational global agenda the world has ever seen. Given the enormity of the challenges the world faces over the cause of the next decade, achieving these Goals will require the very best from all of us. This means we must set goals that stretch us. This is true for the goals we set for ourselves, our Allies, our partner organisations, and, ultimately, the companies we assess.


We can only create a sustainable future if we work together with people and organisations who are committed to driving positive change. Building an inclusive movement requires empathy, learning and often patience, as it asks us to set challenging goals that take us out of our comfort zones. Diversity is an essential safeguard to remind us of the importance of being inclusive – the richness of different perspectives is what we need in order to find solutions for the challenges we all face. We therefore seek diversity in the people, ideas, and ways of working that make up the organisation, governance and Alliance.


We treasure our independence like nothing else. Independence is what we bring to a world that is driven by different and sometimes competing interests. Our independence makes us and the research and analyses we provide trustworthy. For employees this means cherishing independence in thought, in thinking for yourself and letting others enjoy the privilege of doing so also.


Our world is increasingly volatile, uncertain, complex and ambiguous. We often don’t feel empowered to shape the future we want and fail to take the action we need. As WBA, we therefore not only have the difficult task to try and understand the world as it is, but we must make the extra effort to translate our analyses back into easy-to-understand benchmarks and league tables. Only then can we create the common ground needed to honestly talk about accountability and effectively shape action.

Newsletter signup