A healthy corporate culture is the key to a company's economic success. This conviction shapes our mission statement:

Kiel, May 2021 - The executive management of Vossloh Rolling Stock hereby undertakes on its own behalf as well as on behalf of all those acting in its name to continuously improve the management system and the quality of the company’s processes and products. Furthermore, in addition to protecting the environment and improving the company’s performance in the areas of energy, quality and occupational health and safety, it also undertakes to promote the health of its employees at the individual level and to foster a system of work that is conducive to good health and performance.

Competitiveness and the best possible level of customer satisfaction are founded in equal measure on quality, efficient energy use, environmental protection, workplace safety, the health of our employees and safe products. Commercial considerations cannot be allowed to cause any of the business objectives stated above to rank below the other objectives. This declaration of intent applies to all of the company’s areas of business.

Executive management ensures that the management system can achieve its intended results. Undesirable effects are avoided wherever possible or at the very least reduced to a minimum, and errors in the system are investigated systematically in order to continuously improve the management system. Executive management undertakes to plan and implement targeted goals and measures for managing opportunities and risks. It initiates the activities required to integrate these goals and measures into the management system and monitors their implementation. The planning must also give consideration to the way in which the effectiveness of these measures will be evaluated.

All the department heads perform the work pertaining to the management system tasks as a managerial function. They bear full responsibility for occupational health and safety, the quality of the products and processes, the efficient use of energy, the promotion of good health among staff, providing workspaces conducive to good health and protecting the environment. This responsibility also includes the obligation to meet customer requirements, compliance with the applicable statutory and ­regulatory requirements and any other responsibilities to which the company has committed. Department heads are required to react appropriately to changes and ensure that adequate resources are available. Further, they must ensure that the personnel used for supervisory, operational and testing activities are capable, competent and qualified to do the work they perform. This responsibility also includes informing and training staff in order to further their knowledge and awareness of implementing not only the management system but also the corporate policy and its corresponding rules, objectives, energy targets, ­directives and instructions. To this end the staff are aware of their roles and know the lines of reporting within the organization.

Our employees are our greatest strength, and their sense of responsibility is continually fostered and trained by our system. One of our most important tasks is to advance the skills and know-how our employees possess, and we support them by continuously improving their work environment and providing regular on-the-job training. Executive management has the task of realizing the company’s business objectives. By personally setting an example, communicating openly and involving staff in the decision-making process, they strive to promote a sense of responsibility and awareness among the company’s employees. All employees are under strict obligation to ensure that the company’s business objectives are achieved.

Quality policy

• Our customers are our highest priority. By listening to our customers attentively we can meet their needs and expectations through customized solutions that correspond to what is required in terms of budget, delivery deadlines, time periods and services / products. The goal of ongoing customer satisfaction can only be achieved if we offer products and services that meet our customer’s actual requirements to the fullest extent possible. Ultimately, what our customers think is the deciding factor in terms of quality for Vossloh Rolling Stock GmbH.
• Quality objectives that are relevant for both the conformity of products and services as well as for increasing customer satisfaction are specified for the company’s departments and processes. These objectives must be achieved.
• The compliance of procured mass-produced interoperability components with subsystems originating from approved ­prototypes must be ensured through consistent application of the quality management system.

Occupational health and safety policy

The company undertakes to

• safeguard the health and safety of our employees and that of others in accordance with the context of the undertaking and the OHS1 risks and opportunities identified, and to provide safe workplaces and equipment.
• rectify hazards and minimize OHS risks, which includes the prevention of injuries and illness.
• consult employees on OHS questions and issues, encouraging them and their representatives to participate in their resolution.

Energy and environment policy

• Raw materials and energy are used economically and emissions are avoided wherever possible.
• Avoiding waste has priority over recycling. Unavoidable waste products are to be reintroduced into the cycle of recovered materials and used for either material or energy recycling.
• The procurement and use of products and services that are energy-efficient and of facility, system and process designs that contribute to improving energy efficiency is preferred insofar as it is commercially viable to do so.
• We are committed to ensuring that the information and resources required to achieve objectives and energy targets are available.
• We are committed to continuously improving energy efficiency.

Corporate health policy

• The Corporate Health Management system is a positive influence on the health and well-being of our employees. As such, it demonstrably increases the efficiency of the company’s value creation chain.
• Employees receive regular information and instruction, and working areas and procedures are audited regularly in order to promote the Corporate Health Management’s behavioral and environmental prevention.
• Every employee is obliged to improve his or her own health and closely monitor his or her own workplace and ­working environment in order to determine any measures that would be conducive to good health. Further, every employee must rectify and report deficiencies, and by so doing independently and comprehensively ensure that there are continuous ­improvements in health and workplace design from which everyone benefits.

Maintenance policy

• The main objective of the service organization is to maintain the operational safety of the vehicles. To this end, ­technical and organizational rules are applied so that wear and tear, breakdowns and damage are monitored and kept within ­tolerable limits. This is achieved with the help of a maintenance system.
• The heads of the service division bear full responsibility for ensuring that the basic conditions defined in the maintenance system are complied with in the respective departments under their management. This includes an obligation to identify risks, assess the impact of those risks on business operations and maintenance, and mitigate them using suitable measures.
• In order to improve the vehicles in terms of safety, cost, reliability and availability, the organization commits to monitoring the effectiveness of the maintenance system and to continuously refining its use under consideration of the recognized technical regulations.

Obsolescence policy

• The primary objective of obsolescence management is to minimize cases of obsolescence, their impacts and their costs by means of strategic planning in order to optimize a vehicle’s availability over the course of its product lifecycle. From the outset, obsolescence management is applied in the design of the vehicles, and an organizational basis is established for its implementation. Components susceptible to obsolescence are proactively identified and classified according to the degree of obsolescence risk involved.
• The organization takes it upon itself to plan, regulate and monitor the effectiveness of its obsolescence management and to continuously improve its application within the constraints of recognized laws and standards to the tasks of improving both vehicle availability and communication efficiency along the chain of value creation.

Dr. Bernd Hoppe
– Executive Director and General Manager –