Porsche 2014 Annual Report Download - page 45

087086 Annual Report Porsche AG 2014
EMPLOYEES
PorscheAG’s workforce once again demonstrated its
extraordinary drive and tireless commitment in nancial
year 2014. The ambitious goals which Porsche had set
for itself in the reporting year were not only met, but
exceeded. Porsche’s success can be attributed to its
employees’ collective and individual dedication, loyalty
and exibility. The team’s identication with the company
and employees’ unagging motivation rounded out the
year. As at the reporting date of 31 December 2014,
PorscheAG employed 22,401 people – 15percent more
than in the previous year.
EXCELLENT HUMAN RESOURCES MANAGEMENT
The increase in the number of employees at PorscheAG
over the past several years and the associated challenges
were essential components of the 2018 HR strategy,
which responded with specic HR measures as part
of the “Excellent human resources management” pro-
gramme.
By continuously harmonising and standardising HR
processes in line with the Porsche improvement process,
the company ensures that all HR processes achieve
high-quality results at a fast pace.
Since the HR IT system was expanded, HR information is
now more up-to-date and transparent, and large amounts
of information can now be channelled.
In particular the training sessions though HR manage-
ment targeting specic groups help to further the cause
of “excellent HR management” by preparing employees
to meet future requirements for managing departments.
EMPLOYER APPEAL FURTHER ENHANCED
In the reporting year, as in previous years, Porsche occu-
pied top spots in prestigious employer rankings. Porsche
continues to enjoy very high employer appeal, espe-
cially in the estimation of prospective and experienced
engineers and business graduates. Assessments by IT
students and young professionals developed particularly
favourably in the reporting period. Furthermore, Porsche
ranked rst in the “Employee focus” category of Manager
Magazin newspaper’s “Image prole.”
This positive trend was also visible in the latest increase
in applications to the Porsche Group, which set a new
record at over 100,000 in nancial year 2014. The new
Porsche eRecruiter application system aids in process-
ing the large number of applications. The introduction
of eRecruiter in the reporting period standardised the
application processes within PorscheAG and the various
subsidiaries, making them more consistent. Interested
candidates are able to save and subscribe to searches
for relevant job listings. With this new functionality,
eRecruiter is making an important contribution to the
“excellent HR management” strategy and enhancing
Porsche’s appeal as an employer.
PorscheAG intends to further increase its competitive-
ness and attractiveness as an employer. In 2014, the
company therefore continued its systematic work to
implement the package of measures decided on in 2012
and geared toward additional exibility and productivity,
and an even better work-life balance; numerous pro-
grammes and initiatives were rolled out to implement
these measures.
EXPANDING EXECUTIVE COMMUNICATIONS
Porsche considers it particularly important that execu-
tives communicate transparently and comprehensively.
For this reason, a new plan to optimise executive commu-
nications was introduced in the reporting period. The plan
focussed on increasing the relevance and transparency
of information as well as it being provided in a timely,
well-structured fashion. In this context, a critical review
was performed and all communications channels were
then recongured.
EMPLOYEES, SUSTAINABILITY
AND ENVIRONMENT
GROUP-WIDE EMPLOYEE SURVEY AT PORSCHE
Another Group-wide employee survey was carried out at
PorscheAG and its German subsidiaries in the reporting
period. More than 10,000 employees expressed their
opinions on issues such as collaboration with colleagues
and supervisors, quality of work, work processes and
provision of information on current developments at
Porsche. Responses to almost all questions were indica-
tive of higher satisfaction in comparison to the previous
year. This development can be attributed specically
to successfully following up on the results of the 2013
employee survey. This involved identifying room for
improvement in all departments, developing various
measures and implementing them.
CORPORATE CULTURE AND VALUES
The corporate culture is inuenced and shaped in
large part by the management. This is why executives
at PorscheAG and its German subsidiaries attended
a series of workshops to discuss in detail the central
documents outlining Porsche’s corporate culture – the
management guidelines, the compliance code and the
business rules. Executives worked in various groups
to develop a shared understanding of Porsche’s values
and reect on any need to adjust their own management
styles.
PROMOTING WORK-LIFE BALANCE
In addition to oering its employees an excellent working
environment, Porsche wants to enable them to enjoy the
highest possible quality of life; as in the past, enhancing
the work-family balance was therefore a key area of
activity in the reporting year.
For the rst time, informational events were held in 2014
for expectant parents and employees on parental leave
at the Zuenhausen and Weissach sites. Employees re-
ceived information at these events on the topics of birth
and nances as well as on internal oers and policies at
Porsche.
In order to oer employees on parental leave the oppor-
tunity to exchange information amongst themselves, a
networking event for these employees was held in the
reporting period. In addition to facilitating information
sharing, the event was also an opportunity for employees
with common interests to build a network.
The number of childcare spots was signicantly increased
through cooperation with daycare centres at the com-
pany’s sites. In addition to expanding existing coopera-
tion, daycare options also increased with the new Ferry
Porsche daycare centre in Weissach, which provides an
additional 45 spots. Beyond the daycare services oered
in Weissach during school holidays in 2013, the reporting
period saw, for the rst time, daycare oered in Zuen-
hausen throughout all six weeks of the summer holiday.
In addition to the cooperation agreements referenced
above, Porsche also works closely with pme Familien-
service GmbH, which oers individual daycare solutions
for all life situations. Porsche employees can also use
this service to provide support if they have to care for
relatives, for example.
Flexible arrangements regarding where and when em-
ployees work are also a focus at Porsche. In addition to
the option of working from home and options for setting
working hours based on an employee’s life situation, a
work agreement on sabbaticals introduced additional re-
lated opportunities for employees in the reporting period.
Personal, social or volunteer projects – there are many
reasons why employees may wish to take time o. By
oering the option of a sabbatical, Porsche enables its
employees to achieve a better work-life balance. As part
of this option, employees reduce their monthly salary
over a period set by them in order to accrue an amount
which will allow them to take paid time o. Once the
sabbatical has come to an end, employees resume their
work activities at a normal salary with normal working
hours.