"Joviality and lightness are part of philosophy, too." Hanns Dieter Hüsch († 2005), dt. Kabarettist
	the intellectual and esthetic dimension of our corporate philosophy		Truth and constructive feedback are the pillars of our corporate culture that enable us to constantly reflect our services, and therefore promote change and progress. . The open information policy of the company management(open book management) enables co-workers to participate in decision making and in the corporate success.						> Genuine Truth and constructive feedback > Open Book Management > Honesty and Appreciation > Empowerment
			Honesty and appreciation in customer relations establish trust and long-term successful collaboration. This prevents us from developing past our customers' needs, assures high service quality and a constant excellent competitive position. Empowerment – the expansion of the creative scope and freedom of decision making for everyone, enables the SOPHIST people to see themselves as participants in a corporation, which is creative and generates significance through the daily participation of all co-workers and plays a creative and meaningful role in their lifes.				> Partnership and Motivation > personal growth > improvement of communication > orientation on ethical goals > Improvement of our corporate culture

	The moral and spiritual dimension of our corporate philosophy		Partnership and motivation are the basis of supreme performance. When two individuals or corporations come together, both bring their best into this relationship. The diverse experiences and points of view of the involved enrich their thinking and broaden their horizon. A good partnership is always based on the attraction of mutual goals .
			Permanent loyalty of co-workers toward the corporation shall be obtained through the possibility for constant personal growth and through high contentment of each individual employee. . Long ranging orientation on ethical goals in corporate businesses considers the immediate urgent matters, but prioritises the actual vital points.
			Living and working according to personal existing diversities and strengths makes it possible to support strong personalities in co-workers instead of enforcing conformity. By complimenting each other and working together intensely, exactly the diversity of the individual SOPHIST people is one of the corporation's strengths. Relationships as basis of the corporation are augmented by continuous improvement of communication and strengthening of team spirit .

	Our Quality policies		Constant quality improvements of services, products, processes and our corporate culture, which are not only oriented on market standards, but especially fixed on our own high expectations, enable us to continuously obtain top performance
			Continuous quality improvement and customer orientation shape our work. Quality goals are generated for the various corporation levels. On top level is the quality policy for the whole company. Quality goals are derived from it for each single co-worker. Process assurance, for example, is a quality goal. To shape an approp iate quality policy the SOPHIST GROUP committed themselves to several basic principles:

	basic principles		customer orientation The understanding of customer orientation shall, without any compromise, be the orientation of all activities and processes of a corporation on the constantly changing wishes, requirements and expectations of external and internal customers. Emphasis is on “internal customers”, meaning, everyone is supplier of the downstream- and customer of the preceding process. .				process orientation Is the turning away from the result oriented quality assurance toward error prevention, meaning, "producing quality into the product". All corporation processes have to be analyzed, improved and metrics for improvements have to be established. Besides that, process orientation contains also process oriented work division as a „horizontally geared” form of organization. .
			Co-worker orientation All co-workers are actively integrated in quality management. Each single co-worker is seen as a potential for quality improvement, therefore, treated accordingly. Evenly important is that each co-worker is responsible for their work and therefore for reaching the quality goals. .				principle of constant improvement Is to be understood as a mentality, which every co-worker is supposed to posses. With all procedures all involved co-workers are responsible for actively reviewing and optimizing these procedures.
			principle of prevention Errors are best avoided from the start, according to the principle: "Do it right the first time."

"Quality as corporational goal is reached by participative-cooperative leadership"
	Quality		Quality at the SOPHIST GmbH is to be seen as one of the most significant corporate goals. Quality management is not a one time measure with limited duration, but rather, a long range, continuous task and part of a strategic business management. Each person in superior position has to always be conscious of being a role model and should not just preach these principles to others, but exemplify by living them.
			It is also their responsability to create the right conditions for their co-workers to implement quality management in their work on a daily basis. For this it is necessary to have a participative–cooperative style of leadership and to generate an adequate environment. .
	rules of conduct		The following rules of conduct are used at the SOPHIST GmbH:
			> Internalization of the necessity of extensive quality improvements and the conveying of this necessity to all co-workers in connection with the demands of the customers. > Initiation of improvement projects for one’s own job, of which results are visible to co-workers > Co-worker motivation > Recognizing co-workers as an asset – not as expense factor				> Looking for the causes of errors together - instead of pointing out faults > Leading by including co-workers („coaching“) – not only by instructions; but working out goals together with the co-workers > Continuous communication and consultation with the co-workers > Delegation of responsibility to the co-workers > Leading with goals and facts – instead of assumptions