Our Beliefs & Principles

Company founders Bill and Vieve Gore built our enterprise on a set of beliefs and principles. To this day, these guide us in the decisions we make, in the work we do and in our behavior toward each other, our partners and our customers.


Two associates standing near Gore's principles signs

Fundamental Beliefs

Our beliefs are the basis for our strong culture, which connects Gore associates worldwide in a common bond.

We believe in the individual and each associate’s potential to help Gore grow and succeed. We also believe in the power of small teams, and through Gore’s lattice structure, associates can communicate freely to assemble talents and diverse perspectives to quickly make good decisions and produce quality work that helps us deliver on our promise to our customers.

We also believe we’re all in the same boat. As associates, we have a vested interest in the success of the company, and we share in Gore’s risks and rewards while having an added incentive to stay committed to our enterprise’s long-term success. As a result, we feel we’re all in this effort together, and believe we should always consider what's best for the enterprise as a whole when making decisions.

Finally, we believe in the long-term view. Our decisions are based on long-term payoff, and we don’t sacrifice our fundamental beliefs at Gore for short-term gain.

Guiding Principles

alt

We follow these principles in our day-to-day work, enabling us to work more effectively while growing as associates and individuals.

Freedom: We encourage each other to grow in knowledge, skill, scope of responsibility and range of activities. We believe that associates will exceed expectations when given the freedom to do so.

Fairness: Everyone at Gore sincerely tries to be fair with each other, our suppliers, our customers and anyone else with whom we do business.

Commitment: We are not assigned tasks; rather, we each make our own commitments and keep them.

Waterline: Everyone at Gore consults with other knowledgeable associates before taking actions that might be "below the waterline,” causing serious damage to the enterprise.

Read more about: