Our behaviour is shaped by respect, esteem and integrity. The balance of work and life is important to us. We want openness and diversity, and we collectively uphold decisions that have been made.

We work professionally and efficiently while focusing on our customers and results. We have the courage to look for unconventional solutions as well, we evolve dynamically and initiate new trends within the market. This enables us to create sustained value for our customers, society and our bank.

We provide a working atmosphere that is open and built around trust where everybody is happy to take responsibility. In doing so we utilise all our potential. Feedback creates trust and we see mistakes as learning opportunities.

We make information available at all levels to enable the achievement of the agreed goals. This motivates our staff and contributes to the credibility and success of KfW.

Executive Board and managers lead by example.

One of the central tasks for me as a manager is to communicate through dialogue KfW's strategy regarding my organisational unit, in order to bring about a strong identification of the employees with the company and their tasks.

I delegate tasks and responsibility on the basis of mutual trust and taking my employees' individual abilities into account. At the same time, I take into consideration the diversity of employees and of their life situations (gender).

Teamwork forms an inherent part of my everyday life. This also holds true for me when cooperating with other organisational units. For me, one of the duties of management is to create an atmosphere in which the personality and performance of each individual are respected.

I am aware that, as a manager, I am a role model and I display the commitment and behaviour that I also require from my employees as they go about their tasks.

Overall responsibility for ensuring the successful completion of tasks and for cooperation lies with me as a manager.

I make the basis of my decisions as transparent as possible. In the face of (day-to-day) challenges, I make my contribution with great flexibility and efficient processes. When improving processes, I prioritise corporate goals and focus on the quality of results. Key factors here are a high level of personal responsibility together with direct, and if necessary, cross-location communication among all involved parties.

I handle information responsibly. This means that I inform others in a timely, clear and appropriate manner, while also expecting the same from my employees and colleagues.

Information at the workplace extends beyond the performance of tasks. It also includes sharing experience, passing on communications about important events and developments at KfW and in its environment, and discussing business objectives and policy issues.

I speak openly and specifically with my employees about what I expect from them and whether their performance has fulfilled those expectations. I take time for my employees and encourage regular, mutual feedback.

As a manager, I help my employees to perform their tasks in the best way possible and exploit their full potential. In consultation with them, I do this by fostering the constant development of their abilities and skills. I pay particular attention to the personnel development of those with high potential.

I assess the performance of my employees transparently and in a manner that is comprehensible to third parties, basing my evaluations on the fulfillment of jointly set goals. I make sure that the main focuses of my performance appraisal are known to my employees and understood by them.