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| The values are the basis for our corporate mission. It sets out a blueprint for all our actions, but at the same time sets boundaries. The mission statement hinges on six fundamental principles: |
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| 1. Siedle is a medium-sized company which lives up to its high social responsibility. |
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Siedle will remain a family firm and adhere to its traditional values. Decisively, this precludes a number of important actions: Sale of the company, transformation into a public limited company, participation through external investors such a banks or investment funds.
This is by no means simply a matter of course. Siedle could have been sold dozens of times over, there has been no shortage of offers. All of these have been rejected, and we aim for it to stay that way. |
Siedle will remain what it has always been: a family firm. |
| 2. Siedle will retain its independence and autonomous status. |
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| Investors who provide funds up front and then direct the company's fortunes do not roll along by chance. There can be two reasons why they participate: 1. Either the owners wish to retire and withdraw a large amount of capital, or 2. The company is not generating enough profit for it to invest.
In this case, external capital is needed as there is not enough in the company's own funds. And along with the injection of capital, if the company is unlucky, come the "locusts". The first reason is out of the question at Siedle. The owners wish to keep the company, not to sell it. And the second reason is one we must avoid at all costs. We must be successful and generate adequate profits. This the only way in which Siedle can maintain its independence. |
The owners wish to keep the company, not to sell it. |
| 3. Siedle places financial stability before ambitions for growth. |
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| Siedle must always maintain an adequate financial padding in order to absorb standstill and setbacks. In tough times, this padding provides the necessary security. This is why we must never spend so much that reserves are eaten away. Not even with a view to funding rapid growth. There is no great skill in generating growth by injecting large amounts of money – the skill lies in engendering growth with a solid financial backing. This skill is one we need to master. |
No growth at any price: Siedle requires an adequate financial padding at all times. |
| 4. Siedle attaches high priority to personal development. |
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| Money and machines are not capable of creating anything. What is termed "human capital" – in other words the workforce – is more important today than ever. This is why we seek to advance our workforce, help employees develop their skills and ensure that we remain attractive as an employer. |
More important than ever: The workforce. |
| 5. Siedle will ensure a sustainable future for the company with Germany as its producing location. |
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| We sell more abroad to allow us to produce more in Germany. |
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| 6. Siedle practices fairness and reliability in its dealings with market partners and customers. |
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| We do not seek to gain benefit at the expense of our partners. Siedle enjoys an excellent reputation in this regard, and we aim to keep it that way. This affects for instance pricing, delivery conditions, customer service and much more. Siedle must be seen to be totally dependable – even if this means sacrificing short-term benefits. |
Siedle must be seen to be totally dependable. |
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