If one visits companies achieving top performances, one can feel a certain climate. This must be due to the culture!
We would like to illustrate this fact with the following example: A software company once established a canteen without a cashier. The employees themselves calculated the price for their lunch, put the money in the till and took out their change. If anyone passed the till without paying, he was not to be accused of bilking. Maybe he had just forgotten to bring his wallet and would pay tomorrow.
The initiative for this calculation model came from the founder of the company. He used the canteen till as a quality benchmark for the culture. If the till balanced, the culture is OK. If it did not balance, the culture was burdened. At imat-uve, the fruit till balances.
A behavioural culture according to the motto "Set rules have to be observed during work" is not appropriate in dynamic markets. Why is this the case? Because our market-oriented environment often requires our employees to be flexible and make autonomous decisions.
Autonomous action is not oriented on fixed rules, but always occurs in the force field of existing values. A company requires appropriate values so that autonomous decisions complement competitive performances. This is where imat-uve stands above most other companies. It is important to us that our employees are able to freely say what they are thinking.
It is important to us that our employees are interested in new ideas and initiate improvements. It is important to us that our employees try out new modes of operation and discuss non-conform approaches. It is important to us that our employees foster the exchange and inform themselves among each other as well as with third parties. It is important to us that our executives promote and guide these objectives.
According to a current survey, over 90% of our employees would choose imat-uve as an employer again and approx. 80% of our employees would recommend imat-uve as employer.