STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE

Size: px
Start display at page:

Download "STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE"

Transcription

1 STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE

2

3 THE STÄMPFLI CORPORATE CULTURE Our corporate culture encourages the right of employees to have a say and to help shape the company as well as promoting health, personal development and a willingness to perform. From the Mission Statement of the Stämpfli Group The corporate culture is one of the four strategic pillars of the Stämpfli Group along with communication, personality and profit. It is shaped by all employees and we describe it here as a binding depiction of our ethical attitudes and the requirements placed on everyone who works for us. We allow ourselves to be measured by the principles of our corporate culture with the goal of improving and further developing. In our daily work, we are in contact with and competing with other people. People not companies encounter us clients, suppliers and competitors. All the while, we are judged not just as skilled employees but also as full-fledged human beings. Our own sense of responsibility is vitally important. It begins with becoming aware of our own values, of setting goals and gearing our actions toward them. 3

4 4

5 THE LARGER WHOLE Our corporate culture is based on the larger whole. This concept describes our understanding that every individual and every company is part of a larger whole and is dependent on economic, political, cultural and social processes as well as natural events. The diversity of the larger whole We can only conjecture the complex diversity of this larger whole but never really comprehend it in its totality. The wealth of events, interdependencies and developments overwhelm us and are not remotely comprehensible. We therefore accept that we cannot control and influence everything and that unplanned events are bound to occur in our everyday lives. Part of our due diligence and rigor is to expect the larger whole and the surprises it brings. Society As human beings and as companies, we are embedded in society, from which we benefit and which we serve. The protection of the environment, the well-being of the government and the promotion of the common good are all of central importance to us. Full-fledged human beings The dignity of human beings is inviolable. We view the people we meet as full-fledged human beings and not just as skilled workers, clients placing orders, and suppliers. The workplace as part of life The diverse professional and private relationships and interests of employees influence their behavior at work, at home and in public. Therein lies our corporate conviction that a workplace is a place for work and a place where employees live part of their lives. Our understanding of leadership and management includes paying attention to the many and varied influences affecting our employees. In doing so, we promote a healthy, well-balanced life without losing sight of our corporate goals. 5

6 6 OUR CORPORATE CULTURE

7 I am part of a larger whole I trust. I respect. I work together with others to achieve common goals. My values and goals coincide with those of the company. I serve the larger whole I want to. I can. I act with discipline. I achieve more than I am directly required to. With my work, I seek to increase profits and reduce costs. My actions are always in harmony with the values and goals of the company. I serve the customers I focus on creating benefits for the customers and act accordingly. The company and I act on behalf of our customers. Everything begins with me My values. My goals. My actions. The degree of balance in my life. My actions are in harmony with my values and my goals. 7

8 EVERYTHING BEGINS WITH ME. My thinking determines who I am. Who I am determines how I act. I can satisfy the requirements arising from the corporate culture if I am willing to assume responsibility after all, everything begins with me! If I want to be successful in life, my values, my goals and my actions have to be in accord with each other. If I want to enjoy long-term success at Stämpfli, my values, my goals and my actions have to be in accord with the corporate culture. If Stämpfli wants to be successful, all of us must act in concert on behalf of our customers. 8

9 I bear my personal responsibilities alone no one else can assume them. I am responsible to myself: for my being, my goals, my actions and the degree of balance in my life. I work at Stämpfli because I have said Yes! to the company: to its corporate culture, to its demands, to my own job there. I shape the company s success: with my independent thinking, with my work, with my conduct. I benefit from success: through pay, job security, the respect shown to me, continuing training, perks, modern facilities. I am what I want to be. I am largely responsible for whether or not I reach my goals. I encounter limits in my life but they are often not as significant as they appear. I can do what I want to do but everything has a price. My values and goals strengthen me if I am aware of them. 9

10 Society I AM PART OF A LARGER WHOLE. Embedded in society Our company is part of society. We influence society and benefit from it. As citizens, all employees and we as a company in our entirety share responsibility for the society whose financial and personal opportunities we enjoy so amply. Professional and private life The workplace as part of life We are all more than skilled employees, we are full-fledged human beings. We have a variety of professional and private needs that influence our conduct at work and that we take into account in management work. We take our attitudes toward our workplace home with us and vice versa. From a human and business perspective, we have an interest in being able to work on suitable challenges gladly and as free from worry as possible. We therefore take the private and professional needs of employees seriously without violating their privacy. Livelihood and corporate success Taking action means setting goals and achieving them. Our company provides a livelihood for all individuals working for it and as such is a basic factor in their lives. We want to succeed economically while behaving in ways that are humanly and socially beneficial. We act on the basis of shared values. We seek to achieve corporate success and individual success. We put corporate success before individual success. 10

11 I SERVE THE LARGER WHOLE. Our performance sets us distinctly apart from usual standards. Service is expressed in my willingness to assist, to help and to achieve. My responsibility includes serving society and our company and not just myself in keeping with my ability and strength. Serving also always entails being willing to achieve more than is directly required. Corresponding actions shapes the ability of Stämpfli to perform. I serve the larger whole by striving to achieve the goals of the company and my team. Communication and cooperation Communication is the key to cooperation. By cooperating with each other constructively, we effectively perform the often complex tasks we are given. Communication and cooperation also mean this: approaching others, seeking out conversations with others, listening and sharing information showing and praising respect and appreciation seeking out collaboration and offering to collaborate uncovering conflicts finding solutions and implementing them assisting employees, customers, suppliers, colleagues by offering help and by passing on knowledge Dedication and discipline I passionately pursue my goals and my work. I am prepared to go even further in my thinking than I am absolutely required to go. Discipline means abiding by shared or required values, guidelines and requirements and consistently working on set goals. 11

12 Discipline manifests itself in my firm dedication to my work and my environment. Discipline also means this: thinking and acting in a results-oriented way exercising discipline toward myself demanding discipline from others concentrating on the essentials being able to say no standing up for what I believe doing the right things quickly Quality Quality begins with the attitudes I have in my own mind and means more than just making a product correctly. It also encompasses the factors below. Quality of service: recognizing needs, providing advice, serving Process quality: friction-free processes, on-schedule implementation Quality of communication: orderly manner of thinking, understandable language, timely and transparent communication Quality of human interaction: respect, willingness to engage in a dialog, assistance, collaboration Cleanliness and orderliness in the workplace Will to improve constantly in order to optimize performances without surrendering the tried-and-true Admitting and pointing out mistakes and bringing about improvements 12

13 I SERVE THE CUSTOMERS. Serving our customers is the purpose of our company. In doing so, we meet our goal of supplying our customers with what they ordered and expected in keeping with their needs and at the price that we need to charge. This goal is the reason we are all in this together. We therefore see to benefits for customers and to their well-being and act accordingly. We are more successful than our competitors. The core promise of performance All our efforts revolve around our core promise of performance. It summarizes our performance goal. Stämpfli Publishers Ltd.: Our core business is legal information. We are a leading private provider of information in Switzerland in the legal-to-legal segment with supplementary publications in the legal-to-business segment. In addition, we have a lineup of non-fiction publications on various subjects. The information value of our publications increases our customers success in the areas in which they are involved. Stämpfli Ltd.: Our core business is corporate communication. We increase the success of our customers communication by drawing on our knowledge, expertise and experience we collaborate with commitment, reliability and joy. Customer benefits We recognize the needs of our customers and assess those needs in the overall context. This approach also expresses the idea of «We serve the larger whole». We seek benefits in general and in particular, present these benefits to the customer and sell the associated services. We deliver to customers the performances they expect and more. We know the target and product needs of our customers and satisfy these needs with custom packages of benefits. 13

14 We are curious and open. These traits help us find creative solutions. We are results-oriented in our work, combining speed and due diligence. We communicate openly, as promptly as possible and in keeping with the situation. We inquire about any information that we may need. We are honest and open toward customers. We admit to weaknesses and mistakes. Getting the customers involved We treat our customers, partners and suppliers as fellow human beings in all our interactions with them. We receive them as guests onto our premises and at our events. We let customers witness our enthusiasm for our work and feel ease about things by giving them a sense of security and relief. 14

15 VALUES Shared values strengthen us. The only way we can achieve long-term goals together is if we share key values. What we expect of everyone is that they give serious thought to their own values and the values that the company embodies. We pay special attention to the following values: A sense of personal responsibility Respect Trust and reliability Honesty and transparency Cooperation and service Desire to achieve and discipline Openness and willingness to change Joy and a sense of humor 15

16 Responsibility and a sense of personal responsibility Freedom and responsibility are inextricably bound together. I am responsible for more than just myself and what benefits me. Responsibility always refers to the larger whole as this term is used in our corporate culture. It encompasses more than flawlessly performing a professional task. Assuming responsibility means first and foremost showing personal responsibility. I am responsible for what I do and do not do. Everything begins with me. I make demands on myself first, before I make them on others or on society. I bear the responsibility I have assumed for myself and for the company and the customers, the environment and society. I act as selfreliantly as possible and without hedging each and every bet. Self-confidence is the prerequisite for personal responsibility and for trust in other human beings. I achieve self-confidence through life-long learning and working to improve my own character and personality. 16

17 17

18 Respect Respect for human dignity is especially important. I treat others as equals regardless of their gender, their rank and age, their origin, religion, level of education and abilities. The purpose of the company hierarchy is to simplify the organization and decision-making procedures. Being higher or lower in the hierarchy entails no value judgment: We are all equal as human beings. Trust and reliability We practice a corporate culture based on trust. We trust each other and give great leeway in the corporate culture and strategic goals in order to be able to carry out our work with self-initiative and self-reliance. We accept that mistakes can be made even if we try to prevent them. We view mistakes as opportunities for making improvements. Reliability means that others can rely on me because I act within the scope of the corporate culture and what I do or do not do is in keeping with what people expect of me. I admit to making mistakes and ask for help if I need it. Reliability, openness and authenticity, in other words being myself, are key requirements to building up trust. Honesty and transparency Honesty and transparency strengthen cooperation. I know and am open about my strengths and my weaknesses and can admit to making mistakes. I am authentic and not playacting. I am credible in that I do what I say and stand by it. 18

19 Openness and willingness to change Seeking change and accepting it as part of life. Openness means wanting to understand what is going on in the world around me. As an open and adaptable human being, I accept that constant change is part of life and I adapt to it without forsaking my own identity. I expand my horizon in that I constantly develop my skills and my behavior. I seek innovation in my professional and private life; I succeed in this if I engage in continuing training and education and in life-long learning. Cooperation and service Close and intensive cooperation is indispensable to our success. We are part of a larger whole. We are all members of a team, a business unit and the company. It is only through intensive cooperation that we can deliver performances in the quality that our customers expect from us. Together, we recognize the challenges facing us. Smooth cooperation begins with me and requires that I carry out my tasks reliably. We serve our customers and each other. I assist others with my work, stay on the ball, point out mistakes and stumbling blocks and help others if they ask me to or if I see that they need my help. Joy and a sense of humor Seeing the work as meaningful and enjoying it. Joy is the biggest motivator for achieving more than is necessarily required. Humor often works wonders not everything has to be so terribly serious all the time. 19

Code of Conduct. Inhouse Mobility GmbH. Konrad-Zuse-Platz München, Germany. Registry No.

Code of Conduct. Inhouse Mobility GmbH. Konrad-Zuse-Platz München, Germany.  Registry No. Code of Conduct Konrad-Zuse-Platz 8 81829 München, Germany http:// Registry No.: HRB: 225890 Tax No.: 143/150/01367 VAT ID: DE 306 720 241 Inhouse Mobility is a full service provider of corporate relocation

More information

Wilo Group Code of Conduct. "Responsible Behaviour

Wilo Group Code of Conduct. Responsible Behaviour Wilo Group Code of Conduct "Responsible Behaviour January 2011 CONTENT FOREWORD 2 SCOPE 3 WILO PRINCIPLES 4 BASIC SOCIAL PRINCIPLES 4 COMPLIANCE OF LAWS 4 CONFLICTS OF INTEREST 4 ENVIRONMENTAL PROTECTION

More information

PERSONAL COMMUNICATION STYLES INVENTORY

PERSONAL COMMUNICATION STYLES INVENTORY PERSONAL COMMUNICATION STYLES INVENTORY Directing Style Personal Style Summary Strengths *Fast paced, quick thinker *Focused on action to achieve results *Does what is necessary to succeed *Fast decision

More information

cambridge Institute for Family Enterprise

cambridge Institute for Family Enterprise Professionalizing the Family Business: It s Not What You Think It Is John A. Davis Cambridge Institute for Family Enterprise cambridge Institute for Family Enterprise At some point in the life of a family

More information

Business Principles, core values, strategy what s the difference?

Business Principles, core values, strategy what s the difference? Business Principles Business Principles, core values, strategy what s the difference? The Business Principles are an elaboration of our core values and strategic themes. Combined with our purpose, mission,

More information

ΟΤΕ GROUP POLICY ON EMPLOYEE RELATIONS

ΟΤΕ GROUP POLICY ON EMPLOYEE RELATIONS ΟΤΕ GROUP POLICY ON EMPLOYEE RELATIONS Approved by the Board of Directors of OTE S.A. by minutes No 2914 /18-12-2012 (Single item) OTE GROUP CHIEF HUMAN RESOURCES OFFICER EXECUTIVE DIRECTOR COMPLIANCE,

More information

The ITOCHU Group Corporate Philosophy and Code of Conduct

The ITOCHU Group Corporate Philosophy and Code of Conduct Mission Values 5 self-tests The ITOCHU Group Corporate Philosophy and Code of Conduct The ITOCHU group is a dynamic entity; it is continuously evolving through the actions of its employees. This booklet

More information

Chapter 2 Authentic Governance Model

Chapter 2 Authentic Governance Model Chapter 2 Authentic Governance Model It has become dramatically clear that the foundation of corporate integrity is personal integrity. Sam DiPiazza, Former CEO of PricewaterhouseCoopers The word governance

More information

Terms and Conditions

Terms and Conditions - 1 - Terms and Conditions LEGAL NOTICE The Publisher has strived to be as accurate and complete as possible in the creation of this report, notwithstanding the fact that he does not warrant or represent

More information

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action

CELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action CELONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 200 Principles of action Principles of action LONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 2003. ..BARCELONA APRIL 2003...BARCELONA

More information

THE FUCHS PETROLUB GROUP GLOBAL DIVERSITY GUIDELINE

THE FUCHS PETROLUB GROUP GLOBAL DIVERSITY GUIDELINE THE FUCHS PETROLUB GROUP GLOBAL DIVERSITY GUIDELINE 2 Global Diversity Guideline Diversity is a comprehensive business management concept that places special emphasis on developing a heterogeneous workforce,

More information

Deutsche Bank. Code of Business Conduct and Ethics for Deutsche Bank Group

Deutsche Bank. Code of Business Conduct and Ethics for Deutsche Bank Group Deutsche Bank Code of Business Conduct and Ethics for Deutsche Bank Group Table of contents Our vision 1 Our Values and Beliefs 2 Safeguarding our Values and Beliefs 9 Adherence to this Code 10 Our vision

More information

COMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP

COMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP COMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP Introduction What is a competency profile? Competencies are specific behavioural manifestations of knowledge, skills and qualities

More information

Supervisors: Skills for Success

Supervisors: Skills for Success HELPING THOSE WHO HATE HR. 554 Pacific Avenue, York, Pennsylvania 17404 717.855.5589 www.alternative-hr.com Supervisors: Skills for Success Contents Introduction Page 3 Communication.. Page 4 Planning

More information

"Finnair" and "Finnair Group" as used herein refer to Finnair Plc and its subsidiaries.

Finnair and Finnair Group as used herein refer to Finnair Plc and its subsidiaries. Code of Conduct 1 INTRODUCTION 1.1 Purpose and scope of this document Finnair is an iconic national airline and a respected member of the international aviation community with a solid reputation in safety,

More information

Profile Comparison Top-Leader

Profile Comparison Top-Leader Limbic Personality GmbH Profile Comparison Top-Leader Peter Mustermann Presented by The Limbic Personality Profile Comparison for Top Leaders There are a lot of leaders in the market but only those with

More information

Our Identity. We want to be leading in everything we do.

Our Identity. We want to be leading in everything we do. Our Identity We want to be leading in everything we do. Preface ALTANA wants to be one of the best specialty chemical companies in the world. We strive to further develop a strong corporate culture and

More information

WE BELIEVE. Who we are and how we create value.

WE BELIEVE. Who we are and how we create value. WE BELIEVE. Who we are and how we create value. We re different. Driving our success is a unique culture of ownership, defined by flexible processes and core beliefs, enthusiastically shared by HNI members.

More information

Internal Management Consulting Competency Model Taxonomy

Internal Management Consulting Competency Model Taxonomy AIMC National Conference April 10-13, 2005 Internal Management Consulting Competency Model Taxonomy Adapted from the ASTD Competency Study: Mapping the Future New Workplace Learning and Performance Competencies.

More information

Our Commitments. Living our vision and values

Our Commitments. Living our vision and values Our Commitments Living our vision and values CEO Message Our vision is to excel at securing and enhancing the financial wellbeing of people, businesses and communities. It recognises the important role

More information

STAFF CODE OF CONDUCT

STAFF CODE OF CONDUCT STAFF CODE OF CONDUCT 1. INTRODUCTION Our College will only succeed in achieving our objectives where we have the respect of our stakeholders, (including our students, parents and colleagues) and the communities

More information

The 10 Core Values of Zappos

The 10 Core Values of Zappos The 10 Core Values of Zappos Core values are what support the vision, shape the culture and reflect what the company values. They are the essence of the company s identity the principles, beliefs or philosophy

More information

MAVI S PEOPLE AND ITS PRINCIPLES

MAVI S PEOPLE AND ITS PRINCIPLES 1 MAVI S PEOPLE AND ITS PRINCIPLES Contents 1. OUR UNDERSTANDING OF ETHICS 2. OUR MISSION, VISION AND VALUES 3. WE COMPLY WITH THE RULES 4. WE ARE AWARE OF OUR RESPONSIBILITIES 5. WE SOLVE PROBLEMS 6.

More information

Performance Review and Development Guide

Performance Review and Development Guide Performance Review and Development Guide Performance Review & Development Program Community Action Partnership of Madera County strongly believes in the ongoing development of our most valuable asset our

More information

CHAPTER. Learning About Yourself

CHAPTER. Learning About Yourself CHAPTER 7 Learning About Yourself Chapter Objectives After studying this chapter, you will be able to determine how personality, self-concept, interests, attitudes, aptitudes, abilities, and personal priorities

More information

KPMG N.V. Code of Conduct. kpmg.nl

KPMG N.V. Code of Conduct. kpmg.nl KPMG N.V. Code of Conduct kpmg.nl Contents 01 02 06 08 10 12 12 Leadership message Introduction The KPMG Values Commitments Responsibilities Where to get help Compliance with the Code Leadership message

More information

The Disney Approach to Leadership Excellence

The Disney Approach to Leadership Excellence presents The Disney Approach to Leadership Excellence Preprogram Materials Disney Congratulations! You will soon be an alumnus of Disney Institute Programs. Disney Institute Post Office Box 10093 Lake

More information

Managers at Bryant University

Managers at Bryant University The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer

More information

FROM LANDING TO TAKE OFF: WE CARE! CODE OF CONDUCT ETHICAL BEHAVIOUR GUIDELINES FOR THE SWISSPORT GROUP

FROM LANDING TO TAKE OFF: WE CARE! CODE OF CONDUCT ETHICAL BEHAVIOUR GUIDELINES FOR THE SWISSPORT GROUP FROM LANDING TO TAKE OFF: WE CARE! CODE OF CONDUCT ETHICAL BEHAVIOUR GUIDELINES FOR THE SWISSPORT GROUP INFORMATION FROM THE CEO Swissport International Ltd. and its subsidiaries (collectively, Swissport

More information

Mentors: Measuring Success

Mentors: Measuring Success Mentors: Measuring Success Your success is measured by many milestones. Your Mentee may realize for the first time that he/she has potential is confident and self-assured values education and the learning

More information

1 CHANGE VS. TRANSFORMATION

1 CHANGE VS. TRANSFORMATION 1 CHANGE VS. TRANSFORMATION TYPES OF CHANGES Change is constant. Change is both progressive and educational and can be both good and bad, depending on who observes the change. Change can mean political

More information

Manitoba Civil Service. Values and Ethics. Guide

Manitoba Civil Service. Values and Ethics. Guide Manitoba Civil Service Values and Ethics Guide 1 Our Role The public service plays an essential role in our democratic way of life, faithfully serving the people of Manitoba through their duly elected

More information

SGR Leadership Conference Servant Leadership Polarity Assessment January 27, 2017 Doug Thomas Senior Vice President

SGR Leadership Conference Servant Leadership Polarity Assessment January 27, 2017 Doug Thomas Senior Vice President SGR Leadership Conference January 27, 2017 Doug Thomas Senior Vice President 1 Evaluating the Servant Leadership Culture in your Organization 1. Are all people with whom we interact being treated with

More information

ENVIRONMENTAL, SOCIAL AND GOVERNANCE POLICY

ENVIRONMENTAL, SOCIAL AND GOVERNANCE POLICY As a property developer, owner and operator, Tishman Speyer recognizes the vital importance of enlightened social governance and responsible environmental management. Our business, which can begin with

More information

Emerging Professional Development Programme

Emerging Professional Development Programme Emerging Professional Development Programme Learning framework and competencies Learning framework Emerging Professionals are expected to do at least 40 hours of professional development each year. The

More information

IMMER EINHUNDERT PROZENT. Personal engagement and performance.

IMMER EINHUNDERT PROZENT. Personal engagement and performance. Personal engagement and performance. Personal engagement. Success has many dimensions. The most important one is personal commitment. Our professional expertise and experience are a given fact, but that

More information

THICAL PRINCIPLES OF THE MAERO GROUP. The value of people

THICAL PRINCIPLES OF THE MAERO GROUP. The value of people THICAL PRINCIPLES OF THE MAERO GROUP The value of people TABLE OF CONTENTS MESSAGE FROM THE MANAGEMENT 2 OBJECTIVE AND SCOPE OF APPLICATION 3 HUMAN CAPITAL 4 OUR ORGANISATION 6 PRINCIPALS OF ACTION 7 COMPLIANCE,

More information

Creating Kick-Ass Engagement Plans for Your Key Accounts

Creating Kick-Ass Engagement Plans for Your Key Accounts Creating Kick-Ass Engagement Plans for Your Key Accounts Introduction Accounts management is a long-standing practice that exists in some form in most organizations. From non-profits to small businesses

More information

Non- Executive Director:

Non- Executive Director: Non- Executive Director: role descriptions Non-Executive Finance & Risk Director: role description The London Football Association (LFA) is on a mission to help more people play football in London. We

More information

Job Description: Operations Manager September 2017

Job Description: Operations Manager September 2017 Job Description: Operations Manager September 2017 Title: Operations Manager Reporting to: Executive Director Purpose As a senior member of the Management Team, the Operations Manager is responsible for

More information

America s Workforce: A revealing account of what employees really think about today s workplace

America s Workforce: A revealing account of what employees really think about today s workplace America s Workforce: A revealing account of what employees really think about today s workplace 2013 Leading the charge In recent years, tough economic times and an unsteady job market have made most people

More information

Behavioral Event Interviewing

Behavioral Event Interviewing Behavioral Event Interviewing What is it? Behavioral Event Interviewing (BEI) is a technique that asks the candidate to describe a situation or an experience they had in a previous job. Responses may not

More information

Section 1: Background and Objective of this Policy. Section 2: Primary Aim for Mizuho s HR Management

Section 1: Background and Objective of this Policy. Section 2: Primary Aim for Mizuho s HR Management Section 1: Background and Objective of this Policy Article 1 - Background and objective of this Policy 1) This Policy stipulates guiding principles for Mizuho s HR management under the HR Vision (refer

More information

SAP Business Partnership Study U.S. Findings. #growthmatters

SAP Business Partnership Study U.S. Findings. #growthmatters SAP Business Partnership Study U.S. Findings #growthmatters Objectives FleishmanHillard conducted proprietary research to explore the expectations and the nature of relationships in business to business

More information

Summary of Latin America findings April Millennial (Generation Y) Innovation survey

Summary of Latin America findings April Millennial (Generation Y) Innovation survey Summary of Latin America findings April 2013 Millennial (Generation Y) Innovation survey Research information Research approach When? All countries except Brazil: 6 9 March, 2013 Brazil: 26 November 3

More information

The way we do business

The way we do business a b The way we do business Our Code of Conduct and Ethics Our Code of Conduct and Ethics In this Code, the Board of Directors and the Group Executive Board set out the principles and practices that define

More information

PROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION

PROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION PROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION Developed by the Association for Volunteer Administration (2005) Council for Certification in Volunteer Administration P.O. Box 467 Midlothian, VA 23113

More information

Social Care Induction Framework for Wales Manager s Guidance This guidance is for those responsible for workers during an induction period

Social Care Induction Framework for Wales Manager s Guidance This guidance is for those responsible for workers during an induction period Manager s Guidance This guidance is for those responsible for workers during an induction period There are two sections in the Manager s Guidance: 1 - How to use the Framework 2 - How to assess against

More information

1 Introduction Our Va lues Our Business Principles Respecting the Code Noncompliance & Reporting...

1 Introduction Our Va lues Our Business Principles Respecting the Code Noncompliance & Reporting... TABLE OF CONTENTS 1 Introduction... 03 2 Our Va lues... 04 3 Our Business Principles... 06 4 Respecting the Code... 12 5 Noncompliance & Reporting... 14 Our Code of Conduct is an extension of our five

More information

Introduction. CAUX Roundtable Principles for Business

Introduction. CAUX Roundtable Principles for Business CAUX Roundtable Principles for Business In a world which is experiencing profound transformation, the Caux Round Table of business leaders from Europe, Japan and the United States is committed to energizing

More information

Doing the right thing the PwC way

Doing the right thing the PwC way www.pwc.com/ethics Doing the right thing the PwC way Code of conduct Acting professionally. Doing business with integrity. Upholding our clients reputations as well as our own. Treating people and the

More information

Supervising for Employee Engagement

Supervising for Employee Engagement Supervising for Employee Engagement Lisa Negstad Negstad Consulting LLC www.negstadconsulting.com lisa@negstadconsulting.com 763 567-1205 Do Happier People Work Harder? Companies Do Well if Workers Feel

More information

AT&T s Code of Business Conduct

AT&T s Code of Business Conduct AT&T Code of Business Conduct April 2017 AT&T s Code of Business Conduct To All AT&T Employees Worldwide: The most basic commitment we make to our customers, our shareholders, and each other is to always

More information

NETWORKING CULTURE LTD CORPORATE SOCIAL RESPONSIBILITY POLICY

NETWORKING CULTURE LTD CORPORATE SOCIAL RESPONSIBILITY POLICY Networking Culture Ltd seeks to be a good corporate citizen in everything that it does. The principles encompassed in this policy cover all areas of the company s operations and have been developed and

More information

To be a global leading company of the 21 st century. Ethical Standard

To be a global leading company of the 21 st century. Ethical Standard To be a global leading company of the 21 st century Ethical Standard Contents 1. Understanding Ethical Management 2. Ethical Standard 3. Code of Conduct 4. Q & A 1 4 10 16 1. Understanding of Ethical Management

More information

GUIDELINES HOW WE SEE OURSELVES

GUIDELINES HOW WE SEE OURSELVES GUIDELINES GUIDELINES HOW WE SEE OURSELVES TÜV NORD GROUP ensures customers all over the world of a broad range of future-oriented services. With a tradition dating back over 100 years, TÜV NORD GROUP

More information

The Personal Star: Qualities in Action. For internal use only. Not for use with customers.

The Personal Star: Qualities in Action. For internal use only. Not for use with customers. The Personal Star: Qualities in Action» For internal use only. Not for use with customers. 2 3» Use this guide to help you, or the people you manage, to recognise and develop the behaviours that lead to

More information

March Year Strategic Plan

March Year Strategic Plan gic rate r St Yea 10Plan March 2017 Our Water Future A Letter from the President/CEO El Paso Water has made history with our water resource innovations, leading the way decades ago in water reclamation,

More information

PERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators

PERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators PERFORMANCE MANAGEMENT PROCESS For Full-Time Faculty, Staff, and Administrators GOALS & GUIDING PRINCIPLES Philosophy and Purpose of Performance Management Goal of Performance Management at San Jacinto

More information

Modus Law, Ltd. Ethics and Values Agreement

Modus Law, Ltd. Ethics and Values Agreement Modus Law, Ltd. Ethics and Values Agreement I. Begin with the end in mind. Modus Law, Ltd. ( Modus ) was formed to facilitate the transformative delivery of legal and business services to our clients while

More information

TEAM EMOTIONAL INTELLIGENCE SURVEY REPORT

TEAM EMOTIONAL INTELLIGENCE SURVEY REPORT TEAM EMOTIONAL INTELLIGENCE SURVEY REPORT April 15, 2013 For further information about Team Emotional Intelligence: www.geipartners.com GEI Partners 2013 This report is the property of GEI Partners (Professor

More information

Securitas Values and Ethics

Securitas Values and Ethics Securitas Values and Ethics 1 Message from the CEO Every day, everywhere where we operate, everyone at Securitas can help build our reputation and brand and promote long-term sustainability and growth.

More information

Securitas Values and Ethics

Securitas Values and Ethics Securitas Values and Ethics 1 2 Message from the CEO Every day, everywhere where we operate, everyone at Securitas can help build our reputation and brand and promote long-term sustainability and growth.

More information

INTERPRETATIVE REPORT

INTERPRETATIVE REPORT Laura Borgogni, Laura Petitta, Silvia Dello Russo, Andrea Mastrorilli INTERPRETATIVE REPORT Name: Gender: Age: Education: Profession: Role: Years worked: People managed: female 30 postgraduate degree (year

More information

Improving Morale and Increasing Psychological Safety

Improving Morale and Increasing Psychological Safety Improving Morale and Increasing Psychological Safety Steven Lovett, Ph.D. Chief, Psychology VA Palo Alto Lisa K. Kearney, Ph.D., ABPP Associate Director for Education VA Center for Integrated Healthcare

More information

This is us. Brand Book Bergen Energi

This is us. Brand Book Bergen Energi This is us Brand Book Bergen Energi 4 Preface 6 One message 8 History 10 Position 12 Mission 14 Brand challenge 16 Markets 18 Customer segments 20 Target groups 22 Services 24 Core values 26 Brand values

More information

Social Media Guidelines

Social Media Guidelines Social Media Guidelines Protect proprietary business information Be thoughtful about helping our customers Remember, you are always visible on Social Media Acknowledge you are a Progressive employee Be

More information

Code of Conduct. Code of Conduct. SIGNUM Consulting GmbH

Code of Conduct. Code of Conduct. SIGNUM Consulting GmbH Code of Conduct Introduction has compiled a Code of Conduct that is valid and binding for all employees and contractual partners. Its acceptance and observance are a premise for their tenure. The principles

More information

A summary of the principles from The Speed of Trust Book:

A summary of the principles from The Speed of Trust Book: A summary of the principles from The Speed of Trust Book: The five waves of trust The first wave, Self-Trust, deals with the confidence we have in ourselves in our ability to set and achieve goals, to

More information

Code of Conduct. (Effective as of March 1, 2012)

Code of Conduct. (Effective as of March 1, 2012) Code of Conduct (Effective as of March 1, 2012) March 2012 To Board Members and all Employees: Everyone at Elements Behavioral Health, Inc. and its subsidiaries, including Promises Treatment Centers; The

More information

Inter IKEA Group code of conduct

Inter IKEA Group code of conduct Inter IKEA Group code of conduct Inter IKEA Group code of conduct overview Good business with common sense Business integrity Human rights and working environment Environmental sustainability Protection

More information

and Philip Cox Contents Ethics Governance 07 Scope of Application 08 Management System 10 The Ethics Officer 12 Reporting, Monitoring and Audits

and Philip Cox Contents Ethics Governance 07 Scope of Application 08 Management System 10 The Ethics Officer 12 Reporting, Monitoring and Audits Ethics Charter Contents Introduction by Dirk Beeuwsaert and Philip Cox Ethical Principles and the Circle of Stakeholders 03 Fundamental Principles 04 A strict Ethical Code Ethics Governance 07 Scope of

More information

Developing a Credit Union CSR Policy

Developing a Credit Union CSR Policy Developing a Credit Union CSR Policy By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com Introduction The following is the result of a high-level content analysis of CSR and sustainability

More information

Non- Executive Director:

Non- Executive Director: Non- Executive Director: role descriptions Non-Executive Independent Directors: role description The London Football Association (LFA) is on a mission to help more people play football in London. We are

More information

Why Do So Many Online Businesses Fail?

Why Do So Many Online Businesses Fail? Why Do So Many Online Businesses Fail? Why do online businesses fail? This question isn t easy to answer. More often than not, there are multiple factors that prevent online businesses from turning a profit,

More information

Securitas Values and Ethics Code

Securitas Values and Ethics Code Securitas Values and Ethics Code 1. General Principles Abiding by laws, maintaining high ethical standards and upholding our shared values play a prominent role in all of Securitas operations and provide

More information

Bellevue University College of Continuing and Professional Education Recent Professional Development Deliveries

Bellevue University College of Continuing and Professional Education Recent Professional Development Deliveries Bellevue University College of Continuing and Professional Education Recent Professional Development Deliveries 1) Leadership Foundations Leadership as Influence Effective leadership is critical in obtaining

More information

[Insert Date] Teambuilding Skills. Leadership & Management Skills. Business Training Skills

[Insert Date] Teambuilding Skills. Leadership & Management Skills. Business Training Skills Lorem 2016 Training Ipsum Catalog Dolor [Insert Date] Business Training Leadership & Management Teambuilding Training What s In It For You Many employers do not have the time or expertise to develop and

More information

You might ask: why would I want to build trust anyway? Employees are here to do their job, full stop. What does it matter if they trust me or not?

You might ask: why would I want to build trust anyway? Employees are here to do their job, full stop. What does it matter if they trust me or not? Keith Ayers ABOUT THE AUTHOR Keith Ayers is the Founder and CEO of Intégro Leadership Institute, author of Engagement is Not Enough: You Need Passionate Employees to Achieve Your Dream (Elevate, July 2008),

More information

EQ Competencies Assessment

EQ Competencies Assessment EQ Competencies Assessment The research validates that what separates superior leaders from average leaders is Emotional Intelligence (EQ). When measuring IQ, Technical Expertise and EQ, the results validated

More information

Effective Personal Productivity

Effective Personal Productivity PRODUCTIVITY IMPROVEMENT GOALS PLAN OF ACTION Effective Personal Productivity This section in the Effective Personal Productivity program gives you an opportunity to keep an ongoing list of the goals you

More information

Corporate Social Media Training for RunningUSA

Corporate Social Media Training for RunningUSA Corporate Social Media Training for RunningUSA Kristin Carroll Vice President Corporate & Consumer Marketing Follow me @activekristin Agenda As someone who is responsible for one or many of our social

More information

Differentiation. The SunTrust Guide to Competitive Strategy 1

Differentiation. The SunTrust Guide to Competitive Strategy 1 Differentiation The SunTrust Guide to Competitive Strategy 1 From the Expert: Differentiation and Its Role in Competitive Advantage Sales training consultant Bill Caskey explains what companies need to

More information

Stepping Forward Together: Creating Trust and Commitment in the Workplace

Stepping Forward Together: Creating Trust and Commitment in the Workplace EXCERPTS FROM THE BOOK Stepping Forward Together: Creating Trust and Commitment in the Workplace by Mac McIntire How to Know You ve Made the Right Decision The following is an excerpt from chapter one

More information

Oilfield Service Co.

Oilfield Service Co. Oilfield Service Co. Peak Oilfield Service Company Code of Business Ethics and Compliance From the President Our role in supporting the oil and gas industry is simple: we provide capable, satisfi ed employees

More information

Employability Skills and Resume Preparation

Employability Skills and Resume Preparation Employability Skills and Resume Preparation 1 Employability Skills and Resume Preparation Introduction In this self-paced workshop we will be developing the skills required to assess your level of employability

More information

Work Expectations Profile

Work Expectations Profile Work Expectations Profile Explores the psychological contract of needs and expectations between employees and employers Work Expectations Profile Explores the psychological contract of need and expectations

More information

Leading With Ethics & Integrity Objectives

Leading With Ethics & Integrity Objectives Leading With Ethics & Integrity Objectives Recognize the difference between compliance and ethics Learn approaches that sustain a culture of positive ethics, integrity and authenticity Appreciate the importance

More information

Nelson Mandela s Influence Using Organizational Behaviour Techniques

Nelson Mandela s Influence Using Organizational Behaviour Techniques Nelson Mandela s Influence Using Organizational Behaviour Techniques Leadership and Motivation Megan Latzkowski A leader is like a shepherd. He stays behind the flock, letting them go out ahead, not realizing

More information

ARCADIS General Business Principles

ARCADIS General Business Principles Title 1 ARCADIS General Business Principles June 2014 Introduction 2 1. Introduction At ARCADIS we define our mission as: Our mission is to create exceptional and sustainable outcomes for our clients in

More information

The KAEFER Code of Business Conduct. KAE010GI00 Code of Conduct GB Rev: 3

The KAEFER Code of Business Conduct. KAE010GI00 Code of Conduct GB Rev: 3 The KAEFER Code of Business Conduct KAE010GI00 Code of Conduct 2013-01-01 GB Rev: 3 Message from the Chairman One group one code From skilled labour on the construction site to project management and all

More information

Management Manual of the Muhr und Bender Group

Management Manual of the Muhr und Bender Group Management Manual of the Muhr und Bender Group Property of Mubea - Copyright Page 1 of 14 Foreword from the management Mubea Management Manual Our story starts in the year 1916 it all begins with a spring.

More information

RAMBOLL FOUNDATION 2016 LONG TERM PRIORITIES AND AIMS

RAMBOLL FOUNDATION 2016 LONG TERM PRIORITIES AND AIMS RAMBOLL FOUNDATION 2016 LONG TERM PRIORITIES AND AIMS 2 Intended for The Group Board of Directors Document type The Foundation s Direction and Stewardship Memorandum Date 06 April 2016 Purpose This document

More information

A leader lives in each of us. Leadership is one of the four functions of management.

A leader lives in each of us. Leadership is one of the four functions of management. MODULE 16 A leader lives in each of us MODULE GUIDE 16.1 What are the foundations for effective leadership? What are current issues and directions in leadership development? Leadership is one of the four

More information

THE MENTORING PROGRAM

THE MENTORING PROGRAM THE MENTORING PROGRAM Supporting the Practice of Law CONTENTS Introduction 3 What is Mentoring? 3 How the Program Works 3 The Role of LIANS 5 The Mentor s Role 5 The Mentee s Role 7 INTRODUCTION Many organizations

More information

resource personality self-concept interests attitude aptitudes abilities values

resource personality self-concept interests attitude aptitudes abilities values How do I get to know the real me? What do I need to know about myself when choosing a career? Chapter 7 Learning About self Key Terms resource personality self-concept interests attitude aptitudes abilities

More information

GOALS MANAGEMENT USING GOALS TO IMPROVE TEAMWORK AND PERMFORMANCE

GOALS MANAGEMENT USING GOALS TO IMPROVE TEAMWORK AND PERMFORMANCE GOALS MANAGEMENT USING GOALS TO IMPROVE TEAMWORK AND PERMFORMANCE Organizations with a High Level of Goal Clarity are Four Times More Likely to Have Strong Business Outcomes Research from Bersin by Deloitte

More information

Working in a Customer Service Culture

Working in a Customer Service Culture Working in a Customer Service Culture Customer Service Skills Student Workbook Introduction: Welcome to customer service skills training. Every job or position has some degree of customer interaction.

More information

Code of Conduct & Ethics

Code of Conduct & Ethics Code of Conduct & Ethics Interfor Code of Conduct & Ethics Contents Page 1 CEO Message A Message from our CEO 2 Our Code of 2 Conduct & Ethics Our Code of Conduct & Ethics 3 3 Guiding Principles Guiding

More information

Performance Management Behaviors that Matter

Performance Management Behaviors that Matter 2011 Performance Management Behaviors that Matter Why do most performance management systems fail to actually improve performance? PDRI s research has shown that effective performance management is not

More information