On the shortlist: Ultima Markets’ UNGC Recruitment Strategy

Ultima Markets has been shortlisted for the Inclusive Recruitment Award for its values-driven approach to building a fair, ethical, and globally conscious workforce. Rooted in the principles of the UN Global Compact (UNGC), the firm’s recruitment strategy is founded on integrity, transparency, and equality – ensuring that every hire reflects its commitment to human rights, labour standards, and anti-corruption.

From widening access for women returning to work and professionals from emerging markets to removing bias from job descriptions and interview processes, Ultima Markets designs inclusion into every stage of recruitment. Through ESG-focused training, mentorship, and data-driven accountability, the company continues to cultivate leaders who connect performance with purpose.

With consistent global standards and locally tailored implementation, Ultima Markets is proving that responsible recruitment is not only a moral imperative – it’s a strategic advantage in shaping the future of sustainable finance.

What inspired Ultima Markets to align its recruitment strategy with the UNGC Ten Principles, and how does this shape the kind of talent you seek?

At Ultima Markets, recruitment has always been about integrity, not numbers. As a financial services firm, our foundation rests on trust, fairness, and accountability. In an industry where confidence is the true currency, we recognised early that our hiring practices must reflect the same ethical standards we uphold with our clients and markets. That belief led us to join the United Nations Global Compact.

The UN Global Compact’s principles on human rights, labour, anti-corruption, and environmental responsibility offer a clear framework for the kind of organisation we strive to be, and the people we want to grow with – individuals who combine skill with purpose, and who act with integrity, independence, and global awareness.

Your approach targets a broad range of underrepresented groups, from women in finance to re-entrants and talent from emerging markets. Can you share some examples of how you’ve created access for these groups?

A central pillar of our philosophy is widening access for those historically underrepresented in finance. Inclusion is not measured after the fact but designed from the start. We actively recruit women returning to work, young professionals from emerging markets, and candidates from non-traditional educational or socioeconomic backgrounds.

Flexible arrangements, such as adaptable hours and work-from-home options, make career re-entry and long-term progression possible without compromising family or personal responsibilities. Through partnerships with universities and mentorship programmes in emerging markets, we open pathways for individuals who may not have previously seen a future in the industry.

What changes have you made to recruitment processes, partnerships, or onboarding to ensure they are genuinely inclusive?

To align fully with the UN Global Compact and the Sustainable Development Goals (SDGs), we have redefined our recruitment and onboarding practices. Job descriptions have been rewritten to remove exclusionary language, and interview methods redesigned for fairness. Interviewers are trained to assess both capability and values, while panels are intentionally diverse to minimise unconscious bias.

Every hiring decision is anchored in role-specific criteria, and performance evaluation follows the same principle. Characteristics such as gender, background, or life stage play no part in promotions or pay — only responsibilities and outcomes matter.

How does learning and development – particularly ESG-focused training and mentorship help new hires grow into purpose-driven leaders?

Development is equally vital to recruitment. We invest in cultivating leaders who see that financial performance and social responsibility are interconnected. ESG learning and mentorship are central to this effort.

Our programmes link sustainability to real business initiatives, from ethical sourcing and community partnerships to governance and responsible growth. Senior employees act as ESG champions, guiding teams to translate values into action across strategy, client relations, and innovation. Recognition schemes and employee networks further reinforce this culture of ownership and purpose.

What hurdles did you face in embedding this strategy across global teams, and how did you measure progress in areas such as gender representation and pay equity?

Rolling out a UN Global Compact–aligned recruitment model across regions is not without its challenges. Cultural norms differ, labour laws vary, and perceptions of finance – particularly its male-dominated legacy – can be slow to evolve. Rather than imposing uniformity, we apply a globally consistent yet locally adaptive approach. Our values remain constant, but their implementation reflects local realities.
With the mindset of accountability, we ensure progress, gender representation, pay equity, retention, and ESG participation are regularly tracked and reported to leadership. This data drives real action, not optics. When gaps appear, we respond – progress is managed deliberately and never left to chance.

Looking ahead, how will Ultima Markets continue to use recruitment as a lever for advancing sustainable finance and the UN Sustainable Development Goals?

We believe the future of finance will require more than technical expertise — it will demand empathy, foresight, and shared responsibility. Recruitment is a strategic lever for building a workforce capable of advancing the UN SDGs and driving responsible finance at scale.

We will continue to deepen our partnerships with universities and NGOs in emerging markets, embed sustainability competencies into performance reviews, and prepare to publish our annual Diversity and ESG Workforce Report to enhance transparency and accelerate industry progress.