Doing Business the Right Way
At Earley Brothers, the concept of corporate citizenship—where companies take responsibility not only for profits but also for the impact of their activities on the many different stakeholders with which it interacts—is the foundation on which our company was built. Every leadership conference, every investor presentation and each new employee orientation session begins with a discussion of the ethics on which our Company was founded, including honesty and fairness in dealings with customers, employees and even competitors.
On January 27, 1957, Earley Brothers' founders, Clem & Carl Earley, wrote the resolution that has been the foundation of the company’s culture for more than 60 years: “We will conduct our business with honesty and fairness; to avoid all deception and trickery; to deal fairly with both customers and competitors; to be liberal and just toward employees and to put our whole mind upon the business.”
This resolution is just as relevant today as it was when it was written, and Earley’s managers faithfully followed its teachings to this day.
On January 27, 1957, Earley Brothers' founders, Clem & Carl Earley, wrote the resolution that has been the foundation of the company’s culture for more than 60 years: “We will conduct our business with honesty and fairness; to avoid all deception and trickery; to deal fairly with both customers and competitors; to be liberal and just toward employees and to put our whole mind upon the business.”
This resolution is just as relevant today as it was when it was written, and Earley’s managers faithfully followed its teachings to this day.
Disciplined Cadence and Performance Based Culture
With strict adherence to the Earley Business System (EBS), Earley Brothers is a very process focused organization. HBS has been, and will continue to be, a critical driver of our consistent execution and long-term success, driving a performance based culture with a strong focus on accountability. We expect our teams to be fully transparent about their biggest pain points at all times. We tackle these issues as a team, ensuring that our associates always have the resources necessary to be successful. We continuously question our assumptions, listen carefully and respectfully to our coworkers’ ideas, and are always prepared to be challenged.
Engineering Excellence
In addition to a world class set of processes and our disciplined cadence, at its core, Earley Brothers has always been an engineering led company. As our organization continues to mature, we are continuing to refine our approach to innovation and new product development. In this spirit, we recently introduced a new call to action for our associates: Think Big, Be Bold, Act Fast. EBS will always be a core component of who we are and how we operate, but we are encouraging our employees to take more calculated risks, think creatively, and quickly deliver new and innovative engineering-based solutions for our customers.
Earley Business System (EBS)
Our 10,000 associates are united in using the Earley Business System to build a global network of people and solutions with consistent safety, quality, delivery, and cost that generates profitable organic growth, from one side of the globe to the other. We execute more than 100 events annually to drive continuous improvement throughout all of our operations.
Whether evaluating and rewarding people, creating an annual plan, implementing a strategy deployment process, visually managing results in factories and offices, or linking value streams, this common system ensures that all of our businesses are disciplined and focused as one connected body, on achieving our corporate objectives of sustainable, profitable growth and strong free cash flow. We believe that the successful deployment of this powerful system, in the hands of the best talent, and supported by strategic acquisitions, is the most important force behind our ability to grow.
Whether evaluating and rewarding people, creating an annual plan, implementing a strategy deployment process, visually managing results in factories and offices, or linking value streams, this common system ensures that all of our businesses are disciplined and focused as one connected body, on achieving our corporate objectives of sustainable, profitable growth and strong free cash flow. We believe that the successful deployment of this powerful system, in the hands of the best talent, and supported by strategic acquisitions, is the most important force behind our ability to grow.