Developing culture – unleashing performance

The IPO in 2020 was the beginning of a transformation that is set to strengthen V-ZUG over the long term: as a Swiss employer, as an innovative household appliance manufacturer and as a company that marries sustainability with maximum performance. “It also entailed the further development of our collaboration and culture with the aim of creating the conditions in which the drive to innovate and perform can be unleashed: with strong specialists who are masters of their craft and can at the same time think up and implement new ideas. With committed teams that challenge each other and develop solutions together, and with an inclusive culture that embodies our corporate values," explains Sandra Forster-Bernacchia, Head of People and Culture.

To make the most of the resulting potential, V-ZUG continually refines its understanding of leadership and its collaboration. We promote interdisciplinary collaboration, introduce new methods of collaboration and dismantle existing silos. In doing so, we focus on genuine dialogue. In our management training, we continuously work on enhancing key skills: active listening, asking targeted questions and bringing different perspectives together to create better solutions. Collaboration means actively shaping inclusion, using diversity as a resource and making decisions in such a way that everyone supports them. And so we take action wherever we believe it would be most effective.

An important step along the way was the anchoring of People and Culture in the Executive Committee. This has made communication and decision channels shorter and more direct. The focus was put on specific levers that generate a noticeable change in culture and collaboration in our day-to-day routine. These include developing a common management culture, establishing bottom-up-driven communication formats, flexible working models, promoting a healthy and resilient workforce and introducing agile and interdisciplinary methods of collaboration. Projects were launched by employees as well as by People and Culture or the Communications team.

In 2021, for example, an employee survey led to the creation of the 'Be aware’ project. The bottom-up format gets employees actively involved in dialogue on issues relating to the business. Around 80 employees act as ambassadors. They raise issues within their teams and stimulate discussions about how each and every individual can contribute to a specific issue.

The world of work has also undergone noticeable change. With the Smart Work principles introduced in 2021, teams now set the rules for their collaboration together. Clear agreements encourage a proactive approach to the potential pitfalls of flexible working. The data and feedback speak for themselves: employees feel more productive thanks to Smart Work, and they appreciate the reduced commuting times, for example. The latter also relieves the burden on the environment.

At the same time, V-ZUG invested specifically in refining collaboration. To promote an innovative culture of collaboration, we train our employees in 'scrum' and design thinking' methods and implement digitalisation projects in line with the Scaled Agile Framework (SAFe). Sebastian Elben, Head of ICT: “SAFe has enabled us to break down silos and bring together interdisciplinary teams with a clear focus on common goals. Through structured and joint prioritisation, we implement what is best for the company at the right time. This allows us to experience real collaboration and an agile mindset in our day-to-day work – a key component of our cultural change.”

Another priority was empowering women in leadership positions. This is a challenge the industrial sector continues to face. To drive the issue forward, V-ZUG joined the 'Advance – Women in Swiss Business' network. Sandra Forster-Bernacchia also strengthened her team accordingly. Overall, the interim results are positive. The renaming of the Human Resources department as 'People and Culture’ in 2025 underscores the different, holistic understanding of leadership and personnel management within the company. V-ZUG has held the 'Great Place to Work’ label since 2025 and has a Trust Index of 76%.

A new strategy phase with a focus on high-performing teams begins in 2026. The foundations have been laid. After all, “Cultural change occurs when people not only adopt new structures, but also develop a common mindset – one that is characterised by trust, responsibility and a willingness to learn,” emphasises Max Arnold, Head of Research and Development and Member of the Executive Committee, V-ZUG Kühltechnik AG.