Basic Principlesheadline

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Top performance

To survive in the face of competition and to achieve top performance, the Volkswagen Group needs employees who enthusiastically give their best. A good balance between demands and ability (the so-called "flow channel") is the basic precondition for optimum performance and results. For this reason, we do not want our employees to be overstretched, but also not understretched, so that they are able to deliver top performance and advance the success of our company.

Leading by example

The management assumes a decisive role in this entire process. Our principle has to be "Lead, Demand and Promote". The Group will only be able to achieve its goals with exemplary leadership and constructive cooperation between management and workforce. This includes both targeted and continual personnel development and work organisation, which we continue to develop with the so-called "Volkswagen Way".

Active involvement

A standard survey of employees across the Group was introduced in the form of the so-called "mood barometer". The "mood barometer" gives employees the opportunity to anonymously voice their opinion and so to become actively involved in the organisation of the company. The results form the basis for continually developing our strengths and for exploiting potential that is brought to light. The high rate of participation shows that employees have positively accepted this instrument as an expression of their esteem. In this way, they make a contribution to the continued development of the company.

Social responsibility

Not only does Volkswagen's corporate culture focus on people, it also represents the sustainability of economic and social goals, "corporate social responsibility". The "Declaration on Social Rights and Industrial Relations" expresses Volkswagen's global understanding of social responsibility on the basis of minimum standards.

This includes Volkswagen's active cooperative conflict resolution between the Works Council and the company management. We created European and Global Works Councils early and without any statutory obligation. We do not cling to traditional questions of co-determination. Rather, we discuss the development of the company with our Works Council representatives. This is the way from co-determination to shared responsibility.

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