Leadership guidelines of the Fraunhofer IST

Our institute stands for the research and development of surfaces and coatings for sustainable products and the associated production systems. As an internationally recognized partner in applied research, we exploit the synergies of process engineering, process technology and manufacturing technology. Taking the goals of sustainable development as a basis, we design systems from the material, through the process, and on to the component; from the process chain through to the factory; and from the product through to recycling.

The qualification and excellence of our employees form the basis for successful projects in both fundamental and applied research. Our success is reflected in the immense satisfaction expressed by our academic and industrial partners as well as in inventions, patents and publications in renowned journals. The implementation of the project results and the acquired expertise in follow-up projects, industrial orders and licenses is the fundament of our economic growth.

Through the market-oriented structure of our organization and the focus on our core competencies and business models, we integrate our system competence into process chains in manufacturing technology and process engineering. Our institute therefore provides a contribution towards a strengthening of the innovative power of the economy and has proven itself to be a powerful partner in the regional innovation system. 

We embody the values of the Fraunhofer-Gesellschaft. Our self-conception of a value-based leadership is reflected in our behavior, our collaborative work and, ultimately, in our mutual success. Our aspiration is scientific and operational excellence, which is also expressed in our leadership behavior.

We place great emphasis on respectful and appreciative interactions based on trust between all employees and throughout all levels of our institute. We convey legal integrity and trustworthiness as a business partner. We reflect on our own actions. We treat each other fairly and openly and with understanding and tolerance. We take the concerns and problems of others seriously. We learn from our mistakes. Our managers are aware of their function as role models and undertake the special responsibility of ensuring that our understanding of values is achieved in their day-to-day work.

Our success is based on the knowledge and enthusiasm of our employees. The integration of scientific, technical and administrative areas, viewed as an overall organizational target system, is thereby of essential importance. Our leadership model is therefore addressed to all our employees and unfolds its effect in our daily collaboration within the institute and also beyond. Good leadership is important to us and we work ceaselessly on the implementation of our agreed leadership principles. In doing so, we can review our actions. 

Freedom of design and creativity are of great importance to us, as they are essential prerequisites for innovation. We work within the framework of our individual competencies and tasks in a self-determined, responsible and reliable manner. We do this through our own motivation. 

Our managers ensure that the objectives and strategies of the institute are transparent and communicated to all employees in a comprehensible manner. In order to achieve this, they coordinate among themselves by means of open and uniform communication. Through discussions as equals, they agree clear, inspiring and realistic goals with the employees. These form the framework for the contribution and the success of each and every individual. 

We respect and value the individuality and diversity of our employees. Individual strengths and differences – whether personal or role-specific – enrich our collaboration. Together, we strive to prevent disadvantages.

We reciprocally strengthen our willingness to perform, and support each other with our wealth of experience and our professional competence. We consciously refrain from the designation of a specific management style; we rely on mutual trust and constructive feedback. Our managers bear a special responsibility in this respect. They cultivate an open culture of discussion and thereby create security and trust.

Our managers actively involve employees in their deliberations, enabling their decisions to be comprehended. In particular, they are open to ideas and allow them space and resonance. Our managers promote cross-departmental collaboration by connecting the strengths and individual skills of our employees. In doing so, they take specific needs and circumstances into account. 

We are aware that we can only be successful – particularly in phases of strong dynamics and change – if we align our areas of responsibility with the changing requirements in an agile manner and on our own initiative.

To achieve this, our managers create the framework conditions by clearly communicating tasks, authorities, and responsibilities and by guiding the planning. They provide regular information concerning changes, and clarify the circumstances of deviations, influential developments, and interrelationships.