Purpose – The primary aim of the study was to establish to what extent company vision impacted on productivity, profitability, morale and the quality of product at Borbet SA. Borbet SA is an aluminium wheel manufacturer situated in Port Elizabeth, Eastern Cape, South Africa. The secondary aim of the study was to establish whether the vision would be reached by applying the company values in action at Borbet SA. Methodology – Seventy-seven respondents employed at Borbet SA completed a Likert Scale Questionnaire to measure their knowledge and application of the company vision and values. The research study made use of a combination of qualitative and quantitative research approaches. The research study was qualitative as the topic was subjective to perception of the participants. However, the data was to be analyzed quantitatively through statistical practices. Findings – Overall, the participants were 99 percent aware of the vision statement at Borbet SA. Therefore, Borbet SA had succeeded in making company vision a part of their business strategy. The successful implementation of a vision and values at Borbet SA have improved productivity, profitability, morale and quality of product at the company. The study’s main findings were that employees between the ages of 18 – 29 years were especially optimistic of the company vision and values. Employees working at Borbet SA for between 4 – 5 years and working at Borbet for between 0 – 3 years tended to be more unenthusiastic about company vision and values. Middle management, including supervisors and team leaders, were also pessimistic about certain aspects concerning the vision of the company. Research limitations – One of the limitations of the research were that only 77 of the workforce completed the voluntary questionnaire. The questionnaire was in English and this was not the first language of the majority of the employees at Borbet SA. This could have prevented them from completing the questionnaire because they might not have felt confident in responding in ii English. Educational levels could also have influenced the response to the questionnaire seeing that not all employees had the same educational levels and, thus, this could have been intimidating. Recommendations – The main recommendation was that a mentoring programme be implemented in which younger and older employees could motivate each other and build morale. The management of Borbet SA was recommended to have team building sessions with middle management, supervisors and team leaders to build morale and optimism in these groups. Employees working for 4 – 5 years needed to be evaluated and motivated as some of them could have felt stagnant in their job positions.