KEBA DNA

KEBA DNA The Special Thing About KEBA The KEBA DNA describes how we collaborate at KEBA and what defines our culture. At the center is always the individual with their skills and strengths. One of our core principles is: As much freedom as possible, as much structure as necessary. This means that decisions are not automatically made “from the top,” but where the knowledge and experience are greatest. To make this work, there are clear rules defining how much freedom each role has, along with a strong connection to our goals and results. Our culture is not just theory on paper; it is brought to life through practical tools – for example, through dedicated training sessions, the “Culture Compass,” regular team check-ins, or workshops where topics can be discussed openly. In short: KEBA combines the strengths of modern self-organization with the reliability of an industrial company – offering a high degree of freedom, clearly structured and high-performing. 8 Characteristics That Make a Difference These eight characteristics make tangible what defines KEBA at its core. They represent a culture built on trust, responsibility, and genuine collaboration – where people can fully develop their strengths. They show how we combine freedom and clarity, make courageous decisions, and create impact together. Principles Instead of Rules “Minimum Viable Bureaucracy” At KEBA, we rely on principles such as common sense, personal responsibility, and agility – rather than rigid rules. This enables us to remain capable of acting even in a complex and rapidly changing world. Responsibility therefore lies where decisions are actually required. Within a defined framework for action, this gives the people involved the greatest possible freedom. Distributed Authority and Leadership It is not a traditional hierarchy that decides and takes the lead; instead, people take on responsibility within clearly defined roles and make decisions where their expertise lies. For us, leadership means providing orientation through purpose, strategy, and shared frameworks – while at the same time enabling as much autonomy and self-organization in everyday work as possible. For our employees, this means experiencing themselves as self-effective, consciously taking responsibility for results and collaboration, and contributing in different leadership roles. Dynamic Roles and Circles At KEBA, we do not think in terms of rigid positions or departments, but in living roles with a clear mandate and purpose. Roles are bundled into circles that pursue a shared goal – and one person can take on multiple roles in different circles, exactly where their strengths are needed at a given time. Our organization is never “frozen”: All employees act as sensors for change and can contribute suggestions at any time on how we can continue to improve – inspired by customers, markets, or their own observations. People at the Center We are convinced that the increasing complexity of our environment cannot be managed through more top-down control, but through trust in the capabilities of our fellow human beings. That is why we embrace diversity and ensure that everyone at KEBA can use their talents where they make the greatest difference. For us, a high level of personal responsibility within clearly defined frameworks is not a risk, but the most important lever to remain fast, adaptable, and effective. Decisions Where the Expertise Lies At KEBA, decisions are made where the greatest experience and the best knowledge on the topic reside. For more complex issues, experts decide together – different perspectives are explicitly encouraged, and objections when there are concerns make decisions better rather than slowing them down. This leads to decisions close to the action, free from politics and power games, with a high level of clarity and transparency – and we leverage collective intelligence to be faster and more adaptable overall. Cultural Development Is Lived, Not Just Described Our culture is tangible in everyday work: in circle retrospectives, in formats designed to reflect on collaboration where tensions can be openly addressed, and in the Culture Compass, which regularly helps reflect behavior and collaboration. In this way, our culture is kept alive and continuously developed through concrete tools – in the spirit of support and challenge: We support each other’s development while consistently holding ourselves accountable to our shared expectations. Transparent Learning and Feedback Culture Feedback is an integral part of our work: short check-ins, retros at the end of meetings, feedback rounds at role or team level, and consciously scheduled time for experiments – tensions can and should be openly addressed. Everything essential – decisions, roles, key metrics – is openly documented and accessible to everyone; knowledge is shared rather than hoarded. This creates a culture of open doors, where everyone can approach anyone and shared learning becomes daily practice