People Development

We continue our activities to nurture and develop our unique VELUX culture. Key actions are strong leadership, global collaboration, people development and passionate performance. 


Policy and goals

Our market leadership depends on our ability to attract, retain and engage the best people. We invest in and develop people to be passionate performers.
We strive to provide a safe and motivating work environment where people are treated with respect and offered equal opportunities for development.
We respect the principle of freedom of association and the right to collective bargaining.


  • Passion and performance
    We have continued our activities to nurture and develop our unique VELUX culture. Key actions are to strengthen leadership, support global collaboration, develop people and boost passion and performance throughout the organisation.
  • New global approach to people development
    In 2017, we have rolled out a new, global approach to people development comprising four career clusters: Professional, Specialist, Project Manager and People Manager. The tool is used across the entire organisation to discover and discuss development opportunities for the individual employee. 
  • New GROW with Us programme
    In 2017, we have introduced the ‘GROW with Us’ programme for employees with potential to grow into manager roles at strategic level. Experienced employees and new hires are part of the programme, which runs for two years. 


  • Employee engagement survey 
    The results from the Global Employee Survey carried out in 2016 have been used in follow-up dialogues across the VELUX Group. Where needed, improvement initiatives have been initiated.

2016 employee level of loyalty and commitment

Global Employee Survey:
Overall loyalty and commitment score

2016 employee level of satisfaction and motivation

Global Employee Survey:
Overall satisfaction and motivation score
At VELUX Group level, Employee Satisfaction & Motivation is in the medium range at index 66. Loyalty & Commitment results are at a high level − index 73. Both results are above the general external benchmark but below the comparative result for “top-in-class” companies.

There are large variations across countries, companies/business units, departments and teams. In general, there has been a positive development in Satisfaction & Motivation for sales companies since the 2014 survey, while there has been a negative development for production companies.

Employee turnover, non-production workers 

Non-production workers

Employee turnover, production workers

Production workers

Leadership training

Number of participants in Passion for Leadership and Passion for Performance training

In 2017, we have continued our leadership development programmes:

  • VELUX Management in Practice
  • Passion for Leadership

Next steps

  • In late 2018 or early 2019, we will conduct a new Global Employee Survey to ensure continued focus on employee satisfaction and motivation
  • We will continue our focus on developing passionate performers and the ongoing implementation of our people development tool