Our Culture
What's hot?
Revised Performance Management
We are pleased to introduce a simpler, more transparent Performance Management approach from 2022.
Why initiate change?
Our Oerlikon Culture, that is, how we lead and work together every day, determines not only our engagement and sense of belonging at work, but also how well we achieve our business goals.
The Oerlikon leadership team has kicked-off an initiative to align and strengthen our Culture. Based on thousands of Employee Engagement Survey comments and over 60 Culture interviews with leaders and employees across the Group, we have defined the Oerlikon Success Model. Leadership is fully committed to a multi-year journey of aligning and strengthening our Culture. We have started roll-outs across the Group: January Global Leaders meeting; 2021 quarterly leader and employee Townhalls; OMF Textile Leadership Team; OSS country Transformation workshops; Works Council discussions. More coming your way soon…
What
The six Success Statements in the Oerlikon Success Model anchor our expectations for how we lead and work together
In the past, Oerlikon used different structures to anchor our Culture
- Our four Core Values
- The eight Leadership Principles (introduced in 2016)
- The 25 Oerlikon Competencies (introduced in 2012)
The new Success Model simplifies & focuses these by replacing the 25 Competencies and the eight Leadership Principles
Our journey
- In 2021 we’re starting a multi-year journey to strengthen & align our Oerlikon Culture
- Over time, business organizations, leaders and teams will increasingly apply the Success Model to drive their Culture and performance.
- Watch for activities in your organization and check the Coming soon section
This is what you told us
We are just starting this Culture journey and Oerlikon needs your help. Here are some of the many suggestions, comments & feedback you have shared with us.
- Four virtual Employee Townhalls in March and May, over 150 culture questions & comments
- Global Leader results calls in March and May, spontaneous “Culture Share”
- Virtual Global Leaders Meeting January 27 Culture kick- off
Thank you!
Culture change is important & we have a lot of work to do. |
If all leaders don’t really role model expected culture & behaviors, forget it |
A new, future-oriented Culture will make sure there’s something in it for everybody |
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Get more leaders & managers involved in this Cultural journey. They are the key to successful change. |
Culture is result of activities, not proclamations. What do we want to do differently? |
We tried 2-3x before. Stop talking about, start living it. Measure it and mitigate deviation consistently. |
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We started High Performance Culture workshops a few years ago but there was lack of continuity. We need a clear, multi-year roadmap then stick to it. |
Engage & get buy in from production & blue-collar workers |
I like the reduction in the number of measured competencies |
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I try to embrace an infinite mindset. Let’s create our unique OERLIKON legacy as a TEAM. |
"Hunt as one Oerlikon team” is absolutely what we need to do! |
Focus on processes and not functional silos automatically builds "cross-border" exchange |
It's important to let the employees participate from the beginning of the process. |
We need to create mobility so people can move across different businesses |
Introduce 360 degree evaluations. That would give important feedback on supervisor behavior from employees’ perspective. |
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Managers still care more about their cost center than customer value |
Culture communications must be repeated and lived by line managers |
"Hunt as one" sounds pretty far from my daily experience. Management structure is still a collection of competing silos. But we can dream. |
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From the R&D side, a Hunt as ONE… would mean including R&D customer discussions from the beginning. |
Don't accept Silos |
Role models act differently! Change. Your. Mind! |
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More widely use "Best practice examples" and "Success stories" to motivate and encourage people. |
There are so many ongoing issues which hinder us from acting as ONE Oerlikon team. |
Simplify & reduce goals and work in a team towards them |
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One sales team, one set of KPIs and incentives. |
We need team incentives, not individual ones |
I shall drive according my personal STIs first |
