Too many culture programmes stall after their launch. Aaron Lim shares how his team avoids symbolic gestures and embeds culture into daily operations
Culture has become a defining force in business sustainability. But while values are easy to write, they are much harder to live by, especially for global teams that operate under pressure and across borders.
For multinational organisations, the real challenge is consistency. How can culture be applied with discipline while still respecting cultural variety? And what does it look like to move from aspiration to accountability?
At International SOS, a global health and security provider with operations in over 90 countries, culture is not symbolic.
Aaron Lim, global director of People and Culture, speaks with HRD Asia about how core values are embedded into the organisation’s structure, and why any cultural transformation must begin with listening, trust, and clear behaviours.
Embedding values through operational structures
“At International SOS, our core values — Passion, Expertise, Respect, and Care — are not just statements on a wall; they are embedded into the daily rhythm of our operations,” Lim explains.
To make those values visible at scale, the company established Respect and Care Committees across its global locations. These committees are not solely HR-led; they are powered by shared leadership.
“Through structured, site-led initiatives such as the newly launched Respect and Care Committees, we bring these values to life in a tangible and consistent way. These committees are co-led by Site Managers and HR, ensuring alignment with both local engagement and our global business strategy.”
The committees are deeply connected to how International SOS delivers its core services.
“By grounding cultural efforts in our core services (health, safety, security, and education), we translate values into everyday behaviours, reinforced through leadership accountability, active employee participation, and measurable impact.”
Across different countries, the same set of principles is adapted to reflect how teams interact, serve clients, and treat each other.
Sustaining culture as a long-term ecosystem
While many companies define values in glossy collateral, Lim is clear that culture only works when it’s sustained and owned beyond HR.
“Culture is not a project — it is an ecosystem,” he says. “Resist the urge to launch campaigns or slogans without operational integration.”
This guiding belief shapes how International SOS designs, evaluates, and evolves its culture infrastructure. Everything must be traceable to real outcomes; otherwise, trust begins to erode.
“We have addressed this by ensuring every Respect and Care activity is tied to tangible outcomes… Whether it’s improving mental health awareness, enhancing team cohesion, or supporting community education.”
This approach encourages teams to think critically about how values manifest in their actual work, rather than relying on ceremonial expressions or seasonal rollouts.
Building ownership from the ground up
One of the most telling signs of an authentic culture, says Lim, is when values show up without being prompted from the top.
“One of the clearest indicators is when employees proactively take ownership of cultural initiatives without waiting for top-down directives.”
“At our sites, we have seen teams initiate health and wellbeing campaigns, cross-cultural learning sessions, and inclusive celebrations that are aligned with our CSR framework.”
These aren't isolated acts. They’re proof of alignment.
“When values are truly lived, they show up in how people make decisions, support one another, and represent the company, especially in high-pressure, cross-border environments like ours.”
Ownership also helps culture scale. Rather than depending solely on headquarters for guidance, local teams drive progress forward in ways that are both meaningful and timely.
Avoiding symbolism and linking initiatives to impact
Lim is candid about why culture efforts often stall.
“Momentum often fades when initiatives become disconnected from business relevance or when they rely too heavily on symbolic gestures.”
To prevent this, his team ensures that programmes aren’t isolated from the operational context. Instead, values are directly linked to outcomes, and belief is rekindled through example.
“To reignite belief, we focus on transparency, storytelling, and results. We share real examples of impact, rotate committee members to bring fresh energy, and ensure leadership visibly supports and participates in these efforts.”
Leaders are encouraged not just to endorse culture programmes, but to participate actively in them, modelling the very behaviours they promote.
Maintaining global consistency with local autonomy
With operations spanning six continents, International SOS has developed a cultural model that balances consistency with contextuality.
“We operate in over 90 countries, so cultural nuance is essential,” Lim says.
“Our approach is to provide global principles with local autonomy. The Respect and Care Committees are guided by a unified framework, anchored in our values and CSR goals, but each site tailors its initiatives to local norms and needs.”
“This balance allows us to maintain consistency in purpose while respecting cultural diversity, which is critical to building trust and relevance across our global workforce.”
It’s a model that allows values to be translated rather than imposed; an important distinction when working with cross-functional, multicultural teams.
Adapting values in step with social change
No matter how effective a company’s values once were, they must evolve with the world around them. Lim gives a specific example:
“Yes, as societal expectations evolve, so must our interpretation of values.”
“For example, traditional notions of ‘professionalism’ once emphasised formality over authenticity. Today, we recognise that psychological safety and inclusive leadership are equally vital.”
This wasn’t just a messaging shift, he says, it was a structural one.
“We guided this shift by reframing our values through the lens of respect and care, updating our language guidelines, and embedding these expectations into leadership development and performance reviews, ensuring the evolution felt like a natural progression, not a departure.”
As culture matures, teams are equipped to adapt, rather than resist, changes that reflect a healthier and more inclusive work environment.
Holding leaders accountable for cultural alignment
For Lim, the true test of leadership is never found in reports or speeches. It shows up in how people feel in the presence of their managers.
“True values-driven leadership is evident not in words, but in consistent, meaningful actions.”
“We look for leaders who foster inclusive environments, champion wellbeing, and earn the genuine trust of their teams.”
Then he outlines the questions that matter most:
“Do they create inclusive spaces? Do they support wellbeing initiatives? Are they trusted by their teams? These behavioral indicators signal whether a leader is truly living our values or simply echoing them.”
When expectations are clear and embedded into performance conversations, values shift from abstract ideals to business expectations.
Evaluating authenticity over optics
Leadership performance is evaluated through multiple sources, not just surveys or HR audits.
“Our Respect and Care Committees offer a grassroots perspective on leadership behaviour, enabling us to observe how values are practiced at every level.”
“To assess authenticity over optics, we integrate feedback loops, site-level engagement metrics, and peer-led recognition programmes such as our global Values Ambassador Programme, which celebrates those who truly embody our core principles.”
This combination of formal and informal indicators creates a fuller picture and gives employees multiple avenues to participate in the cultural conversation.
What new HR leaders need to hear
Lim highlights the most influential factor in any cultural shift: the conduct of leaders.
“And most importantly, ensure leaders consistently demonstrate the expected behaviours in their day-to-day decisions and interactions — setting clear examples for others to follow.”
Culture must begin with leadership, not policy. Employees only believe in values they can see applied under pressure.
When asked what advice he would give a CHRO starting a culture transformation from scratch, Lim doesn’t start with frameworks. He starts with humility.
“Begin by listening deeply to employees, to the business, and to the culture as it exists today.”
From there, transformation must be built on strengths, not buzzwords.
“Build a foundation rooted in the company’s purpose and strengths. A successful transformation starts with a clear values-to-behaviours framework, aligned with business outcomes and operational realities.”
With this foundation, HR leaders can introduce structure while still staying connected to people.
