Sustainability principle

At Porsche, people are at the centre of the company. It assumes responsibility for its ­employees and invests in their future. ­Continuous professional development and qualification are hallmarks of the Porsche ­culture. At the same time, key importance is attached to equal opportunities, diversity and co-determination as well as the ongoing improvement of our employees’ worklife ­balance along with fair and performance-based remuneration. As part of our local and inter­national social commitment in the areas of ­social ­matters, education and science, culture and sport, Porsche initiates its own projects and supports external partners in conducting their own important social activities.

Under the “Employees & Society” action area, Porsche covers, among other issues, the important topics identified in the 2017 materia­lity analysis, namely “attractive employer,” “staff development,” “corporate co-determination,” and “occupational health and safety.” In all four areas, Porsche has clearly defined processes and remits in place, as well as established avenues of evaluation and feedback.

Attractive employer

The basis for successful HR work is Porsche’s continual positioning as an attractive employer. Indeed, Porsche’s stakeholders attributed a great deal of importance to this aspect in the 2017 materiality analysis. Porsche scores ­particularly highly for its excellent general ­conditions, the strong corporate culture and co-determination, and the extensive options for reconciling a career and family life. Firmly anchored in Porsche’s HR strategy, employer attractiveness is one of four central priorities enshrined in the overarching Porsche Strategy 2025. Other benchmarks include the codes of conduct and the “Porsche Business Rules”.

The continuous development of its corporate culture is exceptionally important to Porsche, particularly against the backdrop of the strong growth in staff numbers in recent years, and the company’s new focus on electric technology, digitalisation and connectivity.

The patrons of this corporate culture are ­Porsche Chairman of the Executive Board Oliver Blume, Porsche HR Board Member Andreas Haffner and Uwe Hück, Chairman of the Group Works Council. These individuals embody the Porsche code, which draws on the new culture guidelines comprising the four elements of dedication, pioneering spirit, sportiness and family. The Porsche code replaced the previous leadership guidelines during the year under ­review, and all Porsche managers are taking part in “leadership labs” to help implement it.

Porsche greatly strives to ensure that its staff can achieve a work-life balance. Employees ­receive support through a wide variety of different measures. Thanks to local cooperation partners, sufficient childcare places are avail­able in nurseries located in proximity to the company’s sites. Through its family service, Porsche offers free, individualised and comprehensive support for all family life situations. Porsche also provides flexible working options with respect to place of work and working hours. Options agreed with the Works Council range from arrangements for working from home and flexitime aligned to the employee’s current phase of life through to time off to care for family members. Employees may also take voluntary sabbaticals. Job sharing in leadership roles has also proven to be successful in a pilot project and is now being rolled out further.

In this report, the topic of “employer attractiveness” is covered in accordance with the rules of the Global Reporting Initiative by the indicator GRI 401: Employment. This indicator is measured and reported on the basis of the following key figures: total workforce, employee structure, new hires and employee turnover, and parental leave claims.

Staff development

To be optimally prepared for the challenges facing the automotive industry, Porsche identifies and retains qualified and enthusiastic professionals and managers. The pillars of HR work at Porsche include needs-based training that focuses on future requirements, ongoing skills acquisition, and options and routes for ­internal development. In the 2017 materiality analysis, stakeholders rated the topic of ­employee development as highly important. ­Consequently, Porsche is striving to achieve continuous improvement in this area.

Staff development is founded on professional training as well as the support and qualification of students, for example through training options for dual-study programme students and the ­Porsche Trainee Programme. Another important component is the hiring on the ­basis of permanent contacts of all apprentices who pass their final examination. Throughout their careers, employees have access to a ­diverse range of programs for their systematic pro­fessional development on all levels. These ­include the “Porsche Warm-up“ introduction programme for all new hires, the “Porsche ­Development Programme“ to prepare ­candidates to take on management roles, and ­specific qualification and talent promotion measures tailored to the target group in the field of production.

Porsche also runs two modular and internationally oriented training programmes for managers: the “Porsche International Management Programme“, which has been specially designed for second level managers, and the “Porsche Advanced Management Programme” targeted at senior managers.

Employee support and qualification is not only a central component of the Porsche culture and code, but is also firmly anchored in the Porsche Strategy 2025. The digital revolution in particular is placing new demands on the workforce. This is why it is important to foster shared knowledge of the various aspects of the digital revolution in general and of digitalisation at Porsche in particular. With this in mind, the Fit for Digit@l initiative launched during the previous year was rolled out across the Group with significantly more content ­added. “Work and values in transition”, “The core of digitalisation” and “Digital transfor­mation at Porsche” are now fixed components of the programme.

Employee support and qualification is also a tool used for strategic leadership and planning processes. Individual training requirements are identified during annual employee appraisals, and relevant development opportunities established on this basis. The comprehensive range of training opportunities and individual staff development programmes are continuously being expanded and optimised in consul­tation with the Works Council. Here too, skills relating to the digital world and the ­digital mindset are crucial.

Important cornerstones for digital learning are the Porsche learning platform introduced last year and the new media laboratory, enabling the departments to produce their own digital learning formats. HR Development and more than 150 trained representatives from the ­individual departments regularly update the platform content. The fact that there are now over 24,000 user profiles illustrates the extent to which self-managed learning is being actively embraced by Porsche employees as they look to advance their skills.

The “Lernen@Porsche-Community” group was created during the development of the learning platform. Led by HR Development, this community is composed of stakeholders who are responsible for specialist training in their particular areas. The aim of the group is to enable an exchange of knowledge across departments on all areas relating to skills, digital learning and blended learning. Meanwhile, the didactic and methodological structure of digital learning formats is also discussed. In this way, ­synergies can be harnessed across the network as a whole, creating opportunities for more flexible and sustainable learning.

Against the background of the Porsche Strategy 2025 and the far-reaching changes in the ­automotive industry, the structured creation and expansion of critical skills among all ­employees is a vital aspect of HR development activities. The “Strategic Skills Management” pilot project initiated during the previous year has been successfully concluded. The process of upscaling the project to encompass a full department began in 2018. The aim of stra­tegic skills management is to systematically ­determine the skills needed for the future and to introduce measures to achieve these. Based on current and future roles, the required skills, capacities, job descriptions and requirements are recorded. Future tasks and skills yet to be acquired are then compared against each other by means of a fit-gap analysis. Any identified skill gaps can thus be addressed at an early stage through targeted re-training and further training, recruitment and new priorities in ongoing training.

In this report, the topic of “staff development” is covered in accordance with the rules of the Global Reporting Initiative by the indicator GRI 404: Training and Education. This indicator is measured and reported on the basis of the following key figures: the number of partici­pants in training measures and the average training hours per employee. A survey is currently being carried out for Porsche AG and Porsche Leipzig GmbH with an ongoing expansion to include the Porsche AG Group planned for the future.

Corporate co-determination

One of the pillars of Porsche’s corporate culture is corporate co-determination. The ­relevance of the topic was also highlighted by the 2017 materiality analysis. Porsche benefits from con­tinuous dialogue as well as open, direct communication across all levels of the organisation. The employer and the Works Council have trad­itionally worked together closely on all issues affecting the staff and the company. Internal media keep employees of Porsche AG up to date on current issues. In ­addition, the Works Council offers a comprehensive information and discussion platform with its works meetings, which take place at the individual Porsche locations in Germany. In additional information and specific departmental events, the members of the Board of Management and the Works Council report transparently on current topics and developments. It is also established practice at Porsche to inform all employees and their elected ­representatives about important operational changes, doing so comprehensively and in a timely manner. This is done in compliance with national laws, applicable collective bargaining agreements and works agreements. Adherence to this corporate ­practice is ensured in a number of other ways, ­including through a ­Supervisory Board with equal representation, the Works Council committees, and the works agreement database on the intranet. 

At the same time, there are numerous ways for employees to bring their suggestions, problems or complaints to the attention of committees and decision-making bodies, be it openly or discreetly through special channels. The mood barometer involves an anonymous survey of employees throughout the company about topics relating to the working relationship with colleagues and supervisors, the quality of work and the provision of information. A detailed evaluation of the results is followed by a discussion involving the Works Council in all areas of the company. Potential improvements are identified and measures to optimise work procedures and conditions are agreed on.

In this report, the topic of “corporate co-determination” is covered in accordance with the rules of the Global Reporting Initiative by the indicator GRI 402: Labor/Management ­Relations and GRI 407: Freedom of Association and Collective Bargaining.

Occupational health and safety

Porsche’s most important resource is its motivated and capable workforce. Porsche health management has a key role to play in ensuring that the company can continue to develop, produce and sell exclusive vehicles in the future too. Alongside the well-established tools to secure productivity at the development and production sites, new occupational health ­promotion measures are now also available to certain areas. Porsche employees may also ­arrange to have a thorough medical check-up and obtain medical advice on any health issues. This voluntary health check is carried out by qualified doctors during working hours. The Porsche health management system also includes courses on nutrition, mental health strategies and effective self-management. Employees can also access individual physiotherapy advice at the workplace.

Occupational safety is a top priority for Porsche and its employees. An organised and structured system for occupational health and ­safety ensures a uniform approach and the ­implementation of legal provisions. This system helps to prevent accidents at work and occupational illnesses as far as possible.

The central processes are standardised and regulated by the Group guideline on occupational safety. This guideline represents an ­essential element of the company’s compliance management system and applies to all employees. The managers ensure that their employees are familiar and comply with the provisions of this guideline. Specialists in occupational safety, Works Council members and works doctors are available to all employees in an advisory ­capacity. All staff members are also represented through the legally defined representatives in the occupational safety committees in ­accordance with the Occupational Safety Act.

Safety experts design work stations, equipment and installations with the focus on ­prevention and safety. In order to guarantee the highest possible level of safety for all ­project partners working on construction and installation sites, the occupational safety team has been extended to include construction site experts, thereby exceeding the statutory requirements. These experts monitor compliance with the safety standards, which are ­permanently being updated.

Thanks to the joint dedication, the injury rate has been significantly reduced in recent years. With a current rate of 5.8 accidents per million working hours, Porsche AG and Porsche ­Leipzig GmbH are at the same level as in ­previous years.

In this report, the topic of “occupational health and safety” is covered in accordance with the rules of the Global Reporting Initiative by the indicator GRI 403: Occupational Health and Safety. This indicator is measured and ­reported on the basis of the following key ­figures: number of accidents, work days lost and cases of death, as well as injury rate. The key figures are currently being gathered for ­Porsche AG and Porsche Leipzig GmbH with an expansion to include the Porsche AG Group planned for the future.