Guidelines for Management and Cooperation

The Guidelines for Management & Cooperation are integral part of HELM’s corporate culture. They are embedded in the fixed company principles and therefore basis for acting and decisions on all levels.

These Guidelines result from the joint work of managers and employees from different areas and levels. They were compiled due to the awareness that HELM can only have lasting success if the company is competently managed, it fulfils its functions towards customers and suppliers in a convincing way and the employees are involved in decision processes within their field of responsibility.

In order to achieve this, we need a culture of management and co-operation that involves all employees and enables them to bring in their knowledge and skills with creativity and self-confidence and therefore take over responsibility for our joint success.

As the biggest vocational training provider in Hamburg’s foreign trade sector and by means of qualified vocational training in all courses we offer, we want to recruit the best junior talent to our Company and to win, retain and promote staff members on a long-term basis as they secure our innovative strength, our competitiveness and strong performance.

These Guidelines for Management and Cooperation shall be orientation and obligation for everyone in the company. In order to give them a meaning, critical feed-back and constructive discussions in everyday working life is required.

1. We shall regard and respect each others personalities

Regard and respect for each other are essential pre-conditions for trust and constructive cooperation.

We will achieve this by...

  • honesty, openness, fairness and tolerance,
  • sensitiveness and tactful behaviour, 
  • avoidance of arrogance and pretension,
  • the will and ability to listen,
  • respect towards other people’s work, 
  • fair and constructive treatment of each other, especially in conflict situations.

2. We perform our duties and responsibilities in the Company for the collective good 

We share the responsibility for the Company’s success and all the Company’s employees.

That means...

  • we are committed to the business objectives,
  • our work is committed to the highest quality principles,
  • we think and act in a team-oriented manner and together contribute to the Company’s success,
  • we keep our engagements and agreements and therefore we are reliable and predictable,
  • we address problems promptly, directly and honestly and contribute to finding a constructive solution,
  • we put the corporate interest before the interest of individual business units.  

3. We as managers are aware of the special responsibility we have for our employees and the Company 

Successful management requires mutual trust. Trust requires exemplary and model behaviour.

That means... 

  • we enhance our employees’ motivation by exemplary and positive behaviour,
  • we praise good performance and by means of constructive criticism use unsatisfying work results as a chance for learning,
  • we do not delay decisions,
  • we give an orientation guide by means of an annual evaluation.

4. We are committed to the principles of co-operative management 

That means...

  • we assign and agree upon clear, comprehensible jobs with well-defined objectives,
  • within their field of responsibility, we involve our employees in decision-making processes,
  • we delegate the performance of jobs and certain decision authority, as appropriate, to the responsible employees,
  • if required, our employees can ask us for advice and support,
  • the employee is obligated to exercise self-control. Nevertheless, we as superiors remain obligated to control. 

5. We contribute to the necessary and comprehensive information as important pre-condition for constructive cooperation

That means...

  • everyone is obligated to deliver and obtain information likewise,
  • for the exchange of information we need readiness for discussions and regular communication with set times,
  • we design content, extent and timing of information in a target-oriented and responsible manner. 

6. We observe our performance and behaviour in a self-critical way

Regular feed-back conversations help us to realistically evaluate ourselves and facilitate personal development.

In this permanent process it is important for us to... 

  • address strengths and weaknesses, 
  • question our own performance and behavioural patterns and be prepared to adjust them, 
  • conduct these conversations fairly and in a way that they become a chance for learning for both parties, 
  • find mutual agreements if there is need of improvements.

7. We use training and further education as preparation for future requirements and in order to further develop our vocational and personal qualification  

Everyone is responsible for their own qualification. The Company supports the employees by means of appropriate further education measures.

The Company...

  • ensures that employees who are designated for managerial functions, are prepared for this new challenge by means of the appropriate training measures,
  • assists the employees with their vocational development in line with their competence and motivation.