Corporate Culture

Code of Conduct

A generally valid code of conduct to support an exemplary compliance culture was first established in the 1990s together with the foundation of our US-American subsidiary. This code has been hardened ever since and proves as a valuable asset to ensure a global value orientation in our rather small enterprise. The about 180 members, which run the business in about 75 countries, may refer to this code in order to develop open, trustful and constructive relations to customers and partners in the most diverse cultural areas. The rules are of significant importance and therefore kept relatively simple and trustful in order to be understood everywhere. Leadership should be exerted based on mutual success and not based on control. Our self-defined ethical standards begin with the customer.

Principles of the Sympatec procedural rules

• The customer is the centre of all actions.
• A wide range of action allows for success-driven, flexible, focused decisions – based on the principle as much common sense as possible, as few rules as necessary.
• Subsidiarity is required as business and actions are always local. Decisions are made as close to the line of action as possible. This requires a culture of individual responsibility an all levels.
• All action is subject to due care to the highest professional degree and to the best possible economic efficiency.
• Every employee is obliged within his/her abilities in the role he has been assigned, in compliance with existing rules, to perform at his/her best.
• The company provides adequate workplaces.

The code of conduct outlined here is binding for all Sympatec employees and serves as a guide to shape their own actions. All further regulations and derived actions need to be compliant with the code of conduct in order to take effect. The fundamental assumption of a functioning business ethics implies that it is constituted and legitimised by the individual moral of individual people. It arises from the human reasoning itself and is neither enforced by mere external control nor a rigid regulatory framework. The basic guidelines of the following business ethics serve as stabilising, normative conditions that every individual may adapt to their cultural circumstances but may not overrule. This is how the Sympatec business ethics is aligned to universal, transculturally accepted and globally valid meta-principles.

Meta-principles of the Sympatec Business Ethics

• Individual moral | Self-responsibility of the individual
• Contractual moral | Respect for agreements and contracts
• Property moral | Respect for property of any kind
• A caring spirit combined with individual common sense.

We combine these meta-principles with some fundamental values and universally accepted rights that are beneficial to cohabitation within a community, that are widely recognized and do not require any relativization.

• Respect the individual human dignity.
• Be honest. If you cannot be honest, be quiet. Otherwise you could only harm yourself. If you cannot avoid “white lies” make them visible as soon as possible.
• In case of a mistake or misunderstanding seek for the soonest and best opportunity for clarification and explanatory conversation. Take responsibility, explain and apologize for mistakes and misunderstandings caused by you.
• Ambition is good, necessary and respected as long as others are not damaged.
• Control your emotions and feelings.

The following questions help to reassure to follow the code of conduct even in more extreme situations. One should reflect all considerations with these questions before putting them into practice.

• Is it honest?
• Is it fair for all parties involved?
• Does it strengthen a sound relationship?
• Will it nurture the business?
• Is it in the interest of Sympatec?
• Is it beneficial for myself personally?
  
  ... if this last questions is answered with "yes"
  make sure to honestly double-check the answers to the
  above questions for possible conflicts of interest ...

If conflicts still arise, the parties concerned should first try to find a solution among themselves – without a greater delay and without emotions. In case this does not promote a solution consult with an adequate moderator immediately. The moderator’s task is to look for a solution that is in accordance with the code of conduct. If a solution to the conflict is still not found on the initial level an escalation bottom-up is to be introduced – if necessary involving the executive management. An escalation top-down has to be avoided.