The aim of this study is to evaluate the mentoring process in a private organisation which utilises a very high technology and innovation process. In this organisation, the top managers consider themselves as informal mentors who facilitate the transfer of the organisational culture and knowledge to the working personnel, especially to the engineers. From this perspective, the study investigated the relationship of perceived mentoring functions and gender of the mentees and gender of the dyad relationships in a sample of 85 white-collar employees. Furthermore, interpersonal trust was analysed as the determinant of perceived mentoring relationships. As hypothesised, interpersonal trust was found as a strong factor in mentoring relationships. However, gender of the mentees and gender of the dyad mentoring failed to make significant contributions to perceived mentoring relationships. The findings from this preliminary study suggest that the need for more in-depth research on multicultural issues in mentoring. Specifically organisations under the impact of modern technology and management need more future multicultural quantitative studies.