Wells Fargo Bank
Our values should guide every conversation we have, every decision we make, and every interaction we have among our team members and with our customers. Our values should anchor every product and service we provide and every channel we operate. If we can’t link what we do to one of our values, we should ask ourselves why we’re doing it. It’s that simple.
All of our team members should know our values so well that if we threw out all the policy manuals, we would still make decisions based on our common understanding of our culture and what we stand for. Corporate America is littered with the debris of companies that crafted lofty values on paper, but when put to the test, failed to live by them. We believe in values lived, not phrases memorized. If we had to choose, we’d rather have a team member who lives by our values than one who just memorizes them.
We have five primary values that are based on our vision and provide the foundation for everything we do:
People as a competitive advantage
What’s right for customers
Diversity and inclusion
People as a competitive advantage
We value and support our people as a competitive advantage.
We strive to attract, develop, retain and motivate the most talented people we can find, people who care and who work together as partners across business units and functions. We provide them the tools and training they need to succeed in their work, and we want them to be responsible and accountable for their businesses and functions. We expect their best and thank them for their outstanding performance.
We say “team members” not “employees” because our people are a treasured resource to be invested in, not expenses to be managed—and because teamwork is essential to our success in helping customers. We believe everyone on our team is important and deserves respect for who they are and how they can contribute to our work together.
Products and technology don’t fulfill the promise behind a brand, people do—people who are talented, motivated and energized. We believe our people will out-execute our competitors every time because they have the talent, motivation and energy to do so.
When our people are in the right jobs, spending time on the right things, leading well, feeling good about their contributions, fully using their skills, learning new ones and having fun, they’ll do what’s right for the customer. When they’re properly supported, incented, rewarded, encouraged and recognized, they’re even more satisfied with their jobs, providing even better service for our customers. This generates more revenue, which results in greater profit, which fuels a higher stock price.
We want to be an employer of choice, a company that really cares about people, where teamwork is valued and rewarded, where how the work gets done is just as important as getting the work done. We’re a relationship company, but our relationships with our customers are only as strong as our relationships with each other.
We survey our team members each year to hear directly from them how well we’re doing and to measure their level of engagement. Using those survey results, managers across the company work with their teams to develop specific action plans to improve team member engagement.
In a company our size, jobs are always changing, going away or being added to satisfy customer needs. A company has a responsibility to its stockholders and its customers to eliminate duplicate jobs and operate as efficiently as possible but still maintain outstanding customer service. That doesn’t mean we have to lose good people and their experience, loyalty and commitment. New jobs are being created virtually every day somewhere in Wells Fargo. We want to help those whose jobs have been eliminated find positions elsewhere in the company.
Our team members are our most important constituents because they’re the single most important influence on our customers. We want all our team members to be our customers, too. Some people say loyalty to a company is a thing of the past. We don’t believe that. People naturally aspire to a larger purpose beyond themselves. They want to believe in their company and the good it can do. Don’t we all?
We want every team member to be able to say, “I chose the right company. I’m valued. I’m rewarded. I’m recognized. We work hard, but we have fun, too. I can improve my professional skills here. I can reach my career goals. I enjoy my work.”
We strive for the highest ethical standards with team members, customers, our communities and shareholders.
Honesty, trust and integrity are essential for meeting the highest standards of corporate governance. They’re not just the responsibility of our senior leaders and our board of directors. We’re all responsible.
Our ethics are the sum of all the decisions each of us makes every day. If you want to find out how strong a company’s ethics are, don’t listen to what its people say. Watch what they do. This is even more important in our industry because everything we do is built on trust. It doesn’t happen with one transaction, in one day on the job or in one quarter. It’s earned relationship by relationship.
Our customers trust us to protect their money. They trust us to keep their private information confidential. They trust our tellers to make transactions accurately and promptly. They trust our bankers to recommend the right products and solutions for their needs. They trust our financial advisors to give them the right financial advice. They trust our mortgage consultants to manage their application process completely, accurately and as quickly as possible. They trust our investment bankers to build the right financial models to analyze business trends, shape investment ideas, raise capital, meet their strategic objectives and satisfy all their financial needs. We have to earn that trust every day by behaving ethically; rewarding open, honest, two-way communication; and holding ourselves accountable for the decisions we make and actions we take.
What’s right for customers
We value what’s right for our customers in everything we do.
We’re proud to compete in an industry that’s central to the growth of our local, national and global economies—an industry in which doing what’s right for our customers and communities enables us to make a fair profit at the same time. Our customers— external and internal—are our friends. We advocate for their best interests. We want them to feel as if they’re part of Wells Fargo—that we’re their company. We want to be approachable and caring, exceed their expectations, and invest in long-term relationships that last a lifetime.
Our customers trust us to protect their confidential information. They trust us to use that information to provide them with products and services that can save them time and money. We do not sell customer information to third parties or share it with outside parties who may want to market their own products to them. We’re committed to protecting their information. We’ve been doing it for more than 160 years.
Diversity and inclusion
We want to build and sustain a diverse and inclusive culture for all Wells Fargo team members—one where they feel valued and respected for who they are as well as for the skills and experiences they bring to our company. We want team members to feel comfortable and enjoy being part of our community, knowing they can build a career here and help the company succeed.
Our commitment to diversity and inclusion is key to being one of the world’s great companies. It’s a business imperative that lets us take advantage of the creativity and innovation that come from multiple perspectives and allows us to respond quickly and effectively to customer needs here at home and all across the globe. It also helps us understand our customers more fully, see business opportunities in new ways and succeed in serving the needs of our expanding customer segments.
We value and promote diversity and inclusion in every aspect of our business and at every level of our organization. To know our customers and serve them well, the diversity of team members throughout our ranks should reflect the diversity of the communities we serve. We need to do a better job of attracting, developing, and retaining the best-qualified, most diverse group of team members we can find, and each leader is accountable for measurable, sustainable results.
Diverse representation alone is not the desired outcome. We also need an inclusive culture that is accepting of differences and open to new ideas that can help us create a competitive advantage in the marketplace. Otherwise, the true value of diversity will go unrealized.
The spirit of diversity and inclusion lives in our hearts and minds, and, most importantly, in our behaviors— the way we interact with each other and the way we conduct our business practices. These include:
Diverse segment outreach. Our Diverse Segments team reaches out to diverse communities to help us better serve and earn more business from Latino, Asian American, African American, Lesbian/Gay/ Bisexual/Transgender, Women, People with Disabilities and other important communities. Today, our customer base in these segments reflects the general population and in some cases is more diverse—a trend we expect to continue in the years ahead.
Supplier diversity. We integrate supplier diversity into our overall vendor sourcing process, supporting economic development and job creation in the diverse communities we serve. Our goal is to have at least 10 percent of our annual, controllable spend with certified, diverse suppliers.
Diversity councils. Our CEO chairs the company’s Enterprise Diversity Council, which is made up of senior executives from across Wells Fargo. These leaders are tasked with making decisions that align with the company’s goals and influencing change that will accelerate impact and broaden ownership within the lines of business or functional areas. We also have regional and line-of-business diversity councils that support the company’s diversity and inclusion efforts.
Team Member Networks. These groups provide professional and leadership development, mentoring, and community involvement opportunities. They also serve as a resource for business development and customer insights, help recruit new team members, and strengthen our brand reputation.
We’re all called to be leaders.
We believe everyone can be a leader—that leadership is not the exclusive domain of senior managers. We’re all called to be leaders—to be the link between the vision of Wells Fargo and our customers. We define leadership as the act of establishing, sharing, and communicating our vision and the art of motivating others to understand and embrace our vision. Leaders are accountable. They share the credit and shoulder the blame. They give others the responsibility and opportunity for success. Good leaders inspire teams to have confidence in their leadership; great leaders inspire team members to have confidence in themselves.
When a customer is waiting for an answer, we have to be able to respond fast, on the spot. That’s a competitive advantage. Leaders don’t wait for an answer from headquarters. They don’t rely solely on policy manuals at that “moment of truth” when they have to come through for the customer. Leaders consider themselves equal partners in a team effort to achieve our vision. When the team needs help, leaders pitch in just like everyone else. They’re involved. They’re hands on and available. They take personal ownership for a customer’s problem and don’t let go until that problem is solved. No one tells them to do it. They just do it.
The best leaders are the best coaches. They don’t rely on authority or force of personality. They believe in the inherent knowledge and talent of every team member. They believe our people have the answer to every problem and every opportunity. They empower their people to develop ideas, test them, quantify the results and then share the good ones with our other businesses and functions throughout the company.
Leaders connect to our vision. They share their passion and their discipline about how to make our vision come alive. Only when a team member understands how much the leader cares does the team member then permit the leader to lead. How we behave as leaders is just as important as the results we get.
Leaders learn from each other. That’s an advantage of being big. We share ideas and search for the best ideas across our company. We don’t resist a good idea simply because “it wasn’t invented here.” We’re always searching across the company for the single best way to do something and adopting it wherever it applies— to improve the customer experience, keep customers, attract new ones, increase revenue and reduce expenses. It’s not the strongest or most intelligent who survive in our industry but rather those who best adapt to change. By being common where possible and custom where it counts, we can take full advantage of the knowledge and experience of all our businesses and the creativity of all our team members.