SUSTAINABILITY REPORT2017

Corporate culture: appre­ci­ation and open, honest inter­action

We foster a corporate culture in which we promote dialogue and create oppor­tu­nities for partic­i­pation. An open and honest treatment of each other is just as important to us as inter­per­sonal relation­ships that are charac­terised by clear rules of conduct and guided by high values. This company culture is an essential precon­dition for maintaining and further devel­oping Tchibo as a strong brand. It is firmly anchored as a binding success factor in the Tchibo DNA, published in 2011. 

The DNA is comple­mented by the Tchibo Code of Conduct, revised in 2017, which defines our company’s key values and specifies guide­lines for the workaday routine. We promote diversity and provide equal oppor­tu­nities for all employees – because each employee contributes to the company’s success with their individ­u­ality.

We do not tolerate discrim­i­nation based on age, sex, background, sexual orien­tation, religious belief, physical consti­tution or other personal charac­ter­istics. We regularly give all employees training regarding the Tchibo Code of Conduct. These measures are of course carried out in accor­dance with the German General Equal Treatment Act (AGG).

ONE Tchibo – putting the customer first, together 

Thomas Linemayr, Chairman of the Board of Management, has formu­lated a clear direction with the CEO agenda ONE Tchibo, which was launched in 2017: We want to make sure our work as a team is even more customer-oriented, more agile, and simpler. Pulling together, acting across divisions, actively listening with respect and trust and, last not least, making bold decisions - all these are hallmarks of the Tchibo mentality. Our actions always focus on the customer: We want to inspire our customers as ONE team.

This is why, with ONE Tchibo, we place the customer even more at the centre of all our activ­ities. To this end, it is important that we always keep an eye on our customers' needs and regularly find out what they care about and where we can become even better. In 2017, for example, we developed an internal podcast for this purpose. The Podcast features original recordings of topical and inter­esting customer views and sums up facts and figures from the market for our employees.

We are also promoting exchange across all areas and hierarchy levels in a new series on our intranet, under the heading ‘ONE Tchibo erLEBEN’. Here, colleagues regularly present examples of their own that inspire the entire workforce because they show how we implement ONE Tchibo's ideas in our work areas. Thomas Linemayr's ‘CEO Letter’ was intro­duced at the beginning of 2017 to better keep our employees informed about breaking news, the company’s perfor­mance, and all other relevant topics. The letter is published monthly on the Tchibo intranet, so that every employee, regardless of where he or she works, is well informed. 

To put Tchibo ONE into practice, we also adapted the premises at the company headquarters in Hamburg, setting up a ‘speed meeting room’, a ‘brand room’ and a ‘creative room’, all furnished with items from our own range. In addition, the corridors are equipped with white­boards so that ideas can be captured anytime and anywhere.  And our space isn’t the only thing under­going change – entire teams have also embarked on a journey of agile trans­for­mation. The Online Platform & Technology and Corporate Respon­si­bility depart­ments, for example, are testing agile working methods and team struc­tures with support from in-house and third-party experts. The focus is on the idea of exper­i­menting and learning in hetero­ge­neous, self-organized teams, to be able to react more quickly to changes and customer needs.

With these and other major and minor changes, we are gradually setting up our company as ONE Tchibo for the future, because respect and team spirit are prereq­ui­sites for integrated and productive cooper­ation – and not least for healthy growth.

Sought-after and supported: Creativity and inven­tiveness

We value and encourage our employees’ ingenuity and inven­tiveness – and have created the online platform GOOD IDEA! to promote it. The platform gives our employees a digital forum for contributing their own ideas and solutions to Tchibo, and for rating and commenting on their colleagues’ ideas.

At the beginning of 2018, we expanded this Crowd Innovation Platform to include MY IDEA. Regardless of whether a campaign is ongoing, employees can go to MY IDEA at any time to submit ideas that create a value-add for Tchibo and have a business relevance for the company. Our employees once again able submitted exciting and imagi­native ideas in 2017 during our second GOOD IDEA! idea campaign. The judges honoured five of the 40 ideas submitted with a reward.  

Firmly estab­lished: Co-deter­mi­nation at work

We want employees who get actively involved and help to shape the company. The laws mandating co-deter­mi­nation on the works council and Super­visory Board gives employees the oppor­tunity to influence business decisions. In accor­dance with the provi­sions of the Works Consti­tution Act (BetrVG), the works council consists of 35 members and five members on the youth and trainee council. The Super­visory Board has an equal number of repre­sen­ta­tives for employees and share­holders. The two bodies work together closely. At the company meetings, which take place regularly at the Hamburg headquarters and other locations, colleagues are informed about the work of the works council, the devel­opment of the business, the results of the employee survey as well as selected topics such as health management, and the Group’s offers to help employees achieve a healthy work-life balance. Tchibo employees have the oppor­tunity to submit urgent and important questions to the works council and Tchibo management, which are then answered at the meetings.