Yesterday, the voestalpine employee shareholding program celebrated its 15th anniversary; on November 1, 2000, the supplementary collective agreement that was required to set up an employee shareholding program took effect.
In 2000, the voestalpine shareholding program was established jointly by the company’s management and the Works Council. The employees became co-owners of their company, and their shares were bundled in a foundation. Under this model, which is unique worldwide, the employees have a direct stake in the success of the company. At 14.7%, they are currently the second largest core shareholder of the voestalpine Group.
"“At the time, there were no models that we could have followed, so we developed the shareholding model ourselves. There was a certain amount of risk involved because we did not know how well this would work. "
Today, the voestalpine employee shareholding model is acknowledged and respected all over Europe and has become an important component of voestalpine’s corporate culture.
Currently, 24,300 active voestalpine employees hold around 24 million shares. Together with former employees’ voting rights, this corresponds to 14.7% of all company shares. As a result, the voestalpine employees are the second largest core shareholder, giving the company a stable ownership structure. All 51 Austrian Group companies are integrated into the program, as are 70 companies in the Netherlands, Germany, Great Britain, Poland, Belgium, Czech Republic, and Italy (as of September 2015).
A total of nine different models have been developed for the Austrian companies; additionally, there are seven international models for countries in Europe where the Group operates. Models for Switzerland, France, and Sweden are currently being developed.
The following brief film shows the success story of this unique shareholding model and lets employees from various company locations talk about what the voestalpine shareholding program means to them:
New voestalpine corporate design
The voestalpine Group is marking the consistent implementation of its strategy and its changing self-image by updating its visual identity: its transformation from a European steel company to a global technology and capital goods group is now also being mirrored in its corporate design. The new visual identity combines tradition with future expectations, and increasingly symbolizes dynamism and a focus on the future.