It is the people at Porsche that make the ­company so successful – with their expertise, their commitment and their passion. They ­affirm the values and aims of the company without reservation. 

The number of employees at Porsche AG ­exceeded the 30,000 mark for the first time in the year under review. On the reporting date, 31 December 2018, the company counted 32,325 employees, nine per cent more than at the end of the previous year. A significant driver of jobs is the Taycan, which will come onto the market at the end of 2019. For the production and assembly of Porsche’s future electric sports car alone, 1,500 new employees are being hired at the Zuffenhausen site. 

The company’s rapid growth presents Porsche with big challenges, which can only be mastered if everyone involved pulls together. This means that constructive cooperation with the Works Council, its committees and IG Metall are another important success factor. Collect­ive bargaining agreements and works agreements form the stable foundation for Porsche’s long-term success, benefiting employees and shareholders in equal measure.

Personnel strategy and innovation management
Employees are at the centre of our personnel strategy. This describes “what we do” in order to remain an outstanding employer. The personnel strategy is supplemented by the culture guideline, which explains “who we are”.

In order to prepare its employees individually for the workplace of the future, Porsche is ­investing in future-orientated expertise and talent management. Performance-boosting working environments and innovative working methods and tools create the ideal conditions for modern teamwork in both factory and ­office. In addition, efficient processes and networked IT solutions form the basis for modern personnel work in the digital workplace.

The established strategic process is sup­ported by innovation management in the HR and ­Social Policy department. Relevant search fields are identified by means of scouting, trend analyses and new technologies. ­Innovation initiatives are piloted in an iterative process and then incorporated into the ­personnel strategy. New working methods and environments, such as design thinking workshops or innovation areas, also enhance the ­innovative strength in the entire company.

Digitalisation of personnel processes
The company-wide platform “My Porsche Cockpit” was expanded further in the year ­under review. This enables continuous and constant optimisation of personnel and company processes. The most important factors are the networking, integration and automation of processes, which always occur in close ­coordination with the employee representation and under strict compliance with the data ­privacy and data security requirements. For example, each employee can manage their own personal data, such as additional qualifications obtained outside Porsche, using “My Porsche Cockpit”. 

The fully integrated digital application and staffing process has been further developed in the year under review. This significantly ­reduces both the administrative burden and the processing times. In addition, the system-­related prerequisites for the digitalisation of numerous other personnel processes have been created.

Comprehensive connectivity of all Group ­companies to the integrated HR IT system landscape is an essential part of the personnel strategy. An important milestone was reached with the piloting of SAP SuccessFactors at the first international Group companies and a clear roll-out plan.

Process management and optimisation
The employees are actively involved in the continuous optimisation of personnel pro­cesses. New methods and formats such as ­creative workshops, for example, were successfully tested in the year under review. In addition, the digital process management tool was further enhanced: in the HR and Social Policy department, the respective process owner can now change and maintain processes ­directly in the system.

Successful ideas management
In the year under review, Porsche ideas management continued to offer employees the chance to participate in company affairs ­beyond their own area of activity. Shorter processing times and the new “idea of the month/year” campaign are making this programme even more attractive: around 3,000 ideas to improve efficiency were proposed in 2018. New ideas can now be submitted digitally in the production areas as well.
 

Innovation areas

Employer attractiveness and encouraging young talents
Porsche’s long-term positioning as an attractive employer is the basis for its successful HR work. To maintain this, the company supports numerous young talent initiatives, cooperates with universities and implements various ­communication measures. And this has brought success: in 2018, Porsche again occupied top positions among students in relevant employer rankings. The evaluations in the Universum Student Survey were particularly successful, with Porsche earning two first-place rankings for the first time, among both engineers and economists. Porsche’s strong employer at­tractiveness is also demonstrated by the rising number of applicants: the Porsche Group ­received more than 160,000 applications in the year under review. 

To promote young professional talents, Porsche relies on its partnership with relevant uni­versities and organisations – such as “Formula Student Germany”, an international design competition sponsored by the Association of German Engineers (VDI).

Cooperation with renowned universities is ­being further expanded, with a specific focus on the topic of digitalisation. The cooperation with the newly founded CODE University in Berlin, initiated in 2017, was brought to life this year by the implementation of the first joint projects. In an “Open Innovation Contest”, student teams from the HHL Leipzig Graduate School of Management and CODE University Berlin jointly address questions on the topic of “New Work at Porsche”. The format connects students at the partner universities even more closely with the Porsche experts and is part of the university campaign.
 

Open Innovation Contest

The latter also comprises a new scholarship programme for IT students at RWTH Aachen University, which Porsche launched together with the university to start in the winter ­semester 2018/19. Each year, 15 students on IT BSc and IT MSc courses will be sponsored. The Porsche IT scholarships are awarded through the RWTH education fund and include a special framework programme in addition to financial support. In addition to specialist events, general support programmes by the education fund, such as networking events, further training possibilities and social events, are on the agenda.

International university contacts are also carefully maintained and continually developed. Examples include the internship programmes with Tongji University in Shanghai (China) and Massachusetts Institute of Technology in Cambridge, near Boston (USA), as well as the cooperation with the IT chair at Babes-Bolyai University in Cluj (Romania). 

However, the support of young talents begins even before university. For the last 18 years, the best high-school leavers of their year in Baden-Württemberg have been awarded the Ferry Porsche Prize in the main subjects ­mathematics, physics and technology. In 2018, the coveted award was presented to 221 young people. Six of them additionally received a one-year scholarship. The scholars are ­selected by drawing lots during the annual award ceremony in Porsche’s Research and Development Centre.

Porsche is specifically targeting young applicants with a new, modern campaign: high-­quality black and white pictures of employees convey an authentic impression of the working world at the sports car manufacturer. At the same time, central messages of the Porsche corporate culture – such as practicality, ­collegiality, innovation – are conveyed to the ­outside world. Soon after it was launched, the campaign was already awarded the “HR Excellence Award 2018”. 

Another focus in the year under review was on addressing candidates for the manufacture of the Taycan electric sports car at the­ ­Zuffenhausen site, where a further 1,500 skilled workers are being hired. Social media is predominantly used for communication with the applicants. Personnel marketing has ­significantly expanded its activities in this area. Since 2017, a chatbot run by artificial ­intelligence has been used on Facebook, for which the company has also received an HR Excellence Award in the category “HR tech and data”. The existing social media portfolio was expanded this year to include Instagram. This enables young target groups in particular to gain authentic insights into working life a Porsche.

Porsche corporate culture
The significant increase in employee numbers and the digital transformation are crucially changing how we work together. The initiative launched in 2017 to strengthen Porsche’s ­corporate culture is therefore being given priority. Chairman of the Executive Board Oliver Blume and HR Board Member Andreas Haffner, as well as the chairman of the Works Council, Uwe Hück, have been involved in the project from the beginning. They are sponsoring ­various campaigns, thus emphasising the ­importance of this topic for Porsche. 

The culture guideline defined in the previous year, with its four dimensions “dedication”, “sportiness”, “pioneering spirit” and “family”, continued to be actively pursued and com­municated into the company in 2018. A ­Porsche culture film was created in the spirit of the new guideline: employees were actively ­involved in this, too, and played the lead roles in the film. 

The Porsche Code replaces the previous management guidelines. It was enhanced and ­developed in 2018. The objective is to link the Porsche Code to all the HR processes. Key to this are what are known as Management Labs. In the labs, managers prepare themselves for future challenges. By means of critical reflection and external inspiration, they also internalise the Porsche management culture in the long term. All disciplinary managers are to take part in a Management Lab in 2018 and 2019 as part of this initiative.
 

Porsche Code

Porsche mood barometer
In 2018, all employees of Porsche AG and its German subsidiaries were asked to give an ­assessment of their current work situation ­using a mood barometer. More than 21,000 people voluntarily participated in the online survey. The contents concerned topics such as cooperation, quality of work and integrity. After the questionnaires were evaluated, the results in the respective corporate unit were discussed in detail, with the involvement of the Works Council. Managers and employees identify potential for improvement and jointly ­define specific measures in order to optimise processes or working conditions, for example.

Integrity at Porsche
At Porsche, integrity comes first – because acting responsibly, resolutely and from ­personal conviction in accordance with ethical principles is the prerequisite for honest and ­respectful cooperation, which constitutes the basis of the Porsche culture.

A high value is placed on integrity at Porsche, as a fixed component of our strategic guidelines. The bottom-up development of a culture guideline was initiated as early as 2016, and included integrity as a central value. In the year under review, the topic was also anchored in the management guideline, which was ­likewise developed by the employees and managers. Acting with integrity is also indispensable in retail, which is why it was included in the ­Porsche service standards as the ­highest ­value. 

As well as the strategic guidelines, structural conditions were created in 2018 to raise awareness of the topic. Similarly to the topic of compliance, integrity is also implemented as a function in the steering committee and ­responsible committees. Regular reporting to the Executive Board is also planned. 

Internal communication measures have been initiated in order to sensitise the workforce to the topic of integrity. Integrity in working life is also actively addressed in the annual employee survey. Should there be any notable findings in connection with the question of acting with integrity in the company organisation, optimisation measures will be initiated, with the involvement of HR and the responsible managers.

Integrity is also discussed within the existing personnel development programmes. To ­enable dialogue events on the values and ­culture of the company to be established in every corporate unit, Personnel Development has created an additional format to qualify employees appropriately. In addition, all disciplinary managers are reminded during an in-person event to introduce their employees to the topic of integrity, to be a role model for integrity, and to create an environment in which every employee can speak their mind openly and honestly.

Training
The pillars of Porsche’s personnel policy ­include needs-based training that focuses on future requirements, ongoing skills acquisition, and internal development. The Porsche vocational training has been the basis of this for 76 years. Learning contents and training places are adapted predictively to technological ­progress and social development. At the Zuffenhausen site, the company currently ­offers 200 training places in ten technical and commercial training professions, as well as eight degree programmes in cooperation with the Baden-Württemberg Cooperative State University (DHBW). 

At its headquarters in Zuffenhausen, Porsche is preparing for the manufacture of the Taycan and has again increased the number of tech­nical training places in the year under review, from 106 to 156. Training is offered in the ­following fields: auto mechanics with a focus on passenger car technology, auto mechanics with a focus on system and high-voltage ­technology, warehouse logistics specialists, body and vehicle construction mechanics, ­automotive painters, vehicle interior designers, industrial mechanics for automobile construction, and electronics engineers for ­operating technology. 

There were also 34 dual study places provided in 2018. The degree courses IT, IT Automotive and Digital Business Management were ­established. The degree course in electrical engineering is now offered with two specialisations: vehicle electronics and mechatronic systems, as well as vehicle electronics and embedded IT. In the course of electromobility and the progressive digitalisation of all areas of automobile construction, around 50 per cent of places are now filled in the IT and electrical engineering courses. 

In 2018, as in the previous year, ten industrial salespersons started their training. In the commercial field, the trainees are prepared for the new working world from the very first day. Paper-based processes are virtually entirely replaced by digital applications.

Part of the future-orientated training comprises the promise to take on all graduates of the vocational training and the dual study ­programme as permanent employees. Thus, in the financial year under review, 159 trainees and DHBW students started a permanent job after successfully completing their studies.

The internationalisation of the vocational ­training is an important milestone in order to ­qualify young, highly motivated talents ­further and to prepare them for the workplace of the future. The foreign postings ­encourage ­intercultural exchange, aid personality development and increase the flexibility and mobility of the trainees. In the year under review, 30 technical trainees, ten commercial trainees and 33 dual students gathered ­professional experience abroad. The postings lasted from two weeks to four months. The ­focus in 2018 was on expanding the foreign postings in the context of the “Synergy and ­Integration Project” by the brand group Luxus und Sport, consisting of Porsche, Bentley and Bugatti. The rotation programme between these brands was developed further: at Porsche and Bentley, 20 exchange programmes took place in the context of technical vocational training. In addition, 16 dual study programme students spent several weeks at Bentley and Bugatti.

The percentage of female trainees underwent a positive development – reaching 29 per cent in the year under review. In the dual study ­programmes, the proportion of female students was 43 per cent. It remains a challenge to find young women for technical or engineering and IT degree courses. Various activities have been conducted in order to obtain more applications from suitable candidates in the next few years. For example, Girls’ Day has been taking place within the vocation training programme for many years. Its aim is to get young women interested in technical professions at an early stage. Girls’ Day was ­realigned this year under the motto “#Digital&TecChallenge”. 90 girls took the opportunity to sample the training of the future in Zuffenhausen. A further 40 schoolgirls received ­exciting insights into the working world of ­Porsche at the Leipzig and Bietigheim-­Bissingen sites. In addition, the first Digital Day for Girls took place within the vocational training to encourage young women to take a dual study programme in one of the IT degree courses on offer – and it was successful. 

All technical trainees learn the current manufacturing and vehicle technologies in order to prepare them optimally for their profession. For this reason, their training deals with topics such as e-mobility, hybrid technology, driver assist systems, digital learning media and ­Industry 4.0. A good example of how these ­innovations are integrated into the training is the Learning Factory 4.0. Developed by trainers and set up together with trainees, the Learning Factory offers system-based manual workplaces, control technology and a robot cell. A driverless carrier system and a lightweight robot are also planned for the future. In the Learning Factory, the trainees experience how to handle digital manufacturing techno­logies in training courses, while they assemble a 911 model, for example, at a scale of 1:10. They also gather initial experience of series processes, communication channels, troubleshooting, quality aspects and the evaluation of data, which they will meet again later when manufacturing the Taycan. 

Also in 2018, a digital printing robot was ­installed and put into operation together with Production. The trainees use it to learn the ­programming and optimisation of the param­eters in order to ensure flawlessly high-quality printing. In the run-up to production of the Taycan, pilot training courses on the operating principle of 3D printing, 3D scanning and the assembly of the e-drive for the Taycan were also conducted.

Since many applicants have no prospect of a training place according to the general ­selection criteria, Porsche relies on an entry qualification, which is known as the Year of Support. Since 2012, 85 young adults have completed a Year of Support on the basis of the collective wage agreement. 91 per cent of them were able to qualify for a subsequent training at Porsche. Because of its great ­success, the Year of Support was continued, and the original number of participants was raised from 15 to 20 in both 2017 and 2018. 

Porsche has also successfully continued the integration year for refugees. 15 young people took part in the project, and almost all of them were successfully integrated into the training and job market in cooperation with handicraft businesses. 

The vocational training of severely disabled candidates has been exemplary. Currently, 23 persons with a disability are completing training or a dual study programme with ­Porsche. If training in the company is not possible on the grounds of individual restrictions, the cooperative training model applies: the young people complete the theoretical part of their training at a vocational training centre which is appropriate to their individual support needs. For the practical part of the training, they are deployed to the extent of their possibilities in the various departments of the ­company. Internship placements for young people with a disability are also enabled ­individually in cooperation with various vocational training centres. 

In the 2017/2018 school year, Porsche launched a new project in vocational training, known as the after-school learning centre. On two mornings of every week, the Porsche training workshop was turned into a classroom for technology classes for years five to ten. The secondary school pupils were taught by their own technology teacher according to the curriculum – and depending on the topic, the trainers and training supervisors then gave the pupils insights into the Porsche world. In total, around 170 school pupils were welcomed in this capacity here in the last school year. The project is being continued on the same scale in the current school year. 
 

Trainees, Zuffenhausen

At the Leipzig site, Porsche was again very heavily involved in the vocational orientation and promotion of MINT professions in 2018. In cooperation with the VDI (Association of German Engineers) GaraGe, the Porsche school workshop in Leipzig Plagwitz offers the chance to experience technology. The ­intention is to inspire schoolchildren to train in a technical profession. At the Leipzig site, Porsche recruits around 30 per cent of each training year from participants of the courses in the VDI GaraGe. The range offered by the Porsche pupils’ workshop was expanded in 2018 to include the topics of electromobility and Connected Car.

In the last two years, Porsche was the main sponsor of the school competition on entrepreneurship, “Jugend gründet”. The aim of the competition is for young people to gain a feeling for entrepreneurial thought and action in order to use this in future as entrepreneurs and intrapreneurs. Since 2018, the national ­final has taken place in the Porsche training centre in Zuffenhausen. The Porsche special “Digital Future” prize was also successfully ­implemented. With this award, Porsche underlines the importance of digital transformation for society. In the year under review, the prize was awarded to three schoolgirls from Mühl­dorf. They had applied with a business plan for their business idea “sign language aid”. The concept aims to help deaf and dumb people to communicate better with other ­people. The solution they thought up was a headset with an integrated camera which could recognise and directly translate sign language.
 

Trainees, Leipzig

Staff development
Within Strategy 2025, the majority of the strategy areas are devoted to the challenges and opportunities of digitalisation. The ­digital transformation places new, or at least significantly altered, requirements on all ­employees and managers. The work of per­sonnel and management development therefore essentially consisted of tasks concerning digital transformation in the year under review. The aim is to build and develop digital com­petencies that are crucial to company success in all employees and managers in a structured and long-term way. The high-quality and ­comprehensive range of training opportunities and individual and target group-specific staff development programmes are continuously being expanded and optimised in consultation with the Works Council.

Porsche Warm Up 
Qualification and interdepartmental exchange begin on the first day at Porsche: during the Porsche Warm Up, new employees are ­given comprehensive information about fundamental topics. During the two-day event, they get to know the Porsche Strategy 2025 and the integrity and compliance principles, among other things. They are also informed about equal opportunities and the services ­offered by the Works Council. In 2018, around 1,845 employees participated in the Porsche Warm Up and 48 in the Porsche Warm Up ­International.

Seminars for shift workers
In the year under review, Porsche expanded the existing seminar range to include formats which are specifically geared towards specialist shift workers. A total of six seminars were devised, including “Fit for internal application” and “Personal development”. The positive feedback from the participants has confirmed the great interest and relevance of an offering for skilled workers who work in shifts.

International trainee programme 
Following the successful completion of the fourth wave of the trainee programme, a ­further round with ten participants started in October 2018. The international programme lasts twelve months. In the project work, the graduates get to know the work processes of various divisions, main departments and ­departments. 

Porsche development programme
In the Porsche development programme, ­employees are qualified professionally and personally for a possible assumption of managerial tasks. The contents of the programme are strictly orientated towards Strategy 2025: digitalisation, innovative strength, internationalisation and lifelong learning are central elements. The Porsche development programme was launched in January 2018, with around 250 employees from Porsche AG and 17 ­participants from the subsidiaries. A second wave began in December 2018. 

Programmes at management level 
Porsche is preparing managers for the ­challenges of the future with customised ­qualification offers. Among other things, two high-quality modular programmes have been developed with internationally leading ­business schools. In the year under review, 50 ­participants completed the newly ­created ­“Porsche International Management ­Programme” under the banner of: “A distin­t­-ive agility trip for Porsche leaders”. The ­programme is tailored to the special requirements of second-tier managers. They are to shape the digital transformation process in the ­company even more actively. The focal points are therefore the systematic development of leadership competencies, the strengthening of the required mindset and the expansion o the methodological repertoire. 

The “Porsche Advanced Management ­Programme” focuses on the development of leadership competencies. These are necessary in order to be able to act successfully in a global and volatile environment and to actively control Porsche’s strategic direction. The second wave was successfully completed in June 2018 with 22 participants from Porsche AG, the worldwide Group subsidiaries and Bentley. 

Strategic competency management 
With Strategy 2025, Porsche is preparing for the future. The digital transformation with its new technologies and processes, as well as the aspiration to build environmentally ­sustainable vehicles, lead in some cases to ­entirely new products. This means that the continuous and structured establishment and development of success-critical competencies is a mandatory aim of personnel development for all employees. 

Within the context of strategic competency management, a systematic procedure was ­developed for this: today’s core tasks and competencies are recorded using Fit-Gap analysis and compared with future tasks and the abilities which will be necessary for them. Any skill gaps identified in this way can be ­addressed at an early stage through targeted re-training and further training, proactive ­recruitment and new priorities in ongoing training. The pilot project, launched in 2017, was successfully rolled out in one department with 300 participants and 54 workshops in 2018.

Knowledge campaign “Fit for digit@l” ­significantly expanded
The digital transformation places new and significantly altered requirements on the workforce. It is therefore important to sensitise and motivate all employees for the transformation. 

The knowledge campaign “Fit for Digit@l”, successfully launched the previous year, was further developed in 2018 in the Porsche Group. The aim is to convey knowledge relating to digitalisation to all Porsche employees. As well as digital learning tools, diverse events offer the possibility of actively helping to shape the digital transformation. 

“Fit for Digit@l” concentrates on three areas. Firstly, on the core of digitalisation and its ­effects on the automotive industry and its ­employees. Secondly, on the drivers of the ­digital transformation – for example, new technologies, business models and mobility concepts. And thirdly, on the fields of action of digital transformation at Porsche. These ­areas are derived from Strategy 2025 and ­encompass products and services, customers and ­retail, company and processes, and ­people and culture.
 

Fit for Digit@l

Porsche learning platform, media laboratory and learning community
The Porsche learning platform is the central basis for all further training topics at Porsche. Employees can find the entire range of quali­fications offered and can learn autonomously here. Together with personnel development and more than 150 trained representatives from different departments, the offer on the platform is regularly expanded. An essential precondition for the creation of digital learning contents is the introduction of a media laboratory with which the departments can develop digital learning formats simply and autonomously. More than 24,000 active user profiles confirm the success of the concept. 

On the basis of the learning platform, the ­“Lernen@Porsche-Community” was created in the year under review. This steadily growing group is managed by personnel development and currently consists of more than 50 contact persons who are responsible for specialist qualification in prescribed areas. The aim of the community is to exchange views across the departments on the topics of qualification, digital learning and blended learning. This ­creates networks which use positive, sustainable synergy effects and develop joint training formats – for example, by an intensive exchange of views on the didactic and methodological development of digital learning formats.

Work and family
Balancing work and family plays an important role for Porsche. There are numerous offers which can be used in the context of agreements made jointly with the Works Council. For example, at the various Porsche sites, childcare places are offered in nurseries in cooperation with local cooperation partners. In addition, children of employees are supervised at the sites around Stuttgart throughout the summer holidays – including a shuttle service. As a highlight, a “Code Camp” is being offered this year for the first time, together with the “Code + Design Initiative”. Here, young future programmers can expand their knowledge in exciting projects. With the exception of the Christmas holidays, the children are also supervised during the remaining school holidays. 

Through its family service, Porsche offers free, individualised and comprehensive advice and support for all family life situations. The offer ranges from advice for prospective parents to the selection and arrangement of qualified ­carers for children and seniors. The company also offers professional support in the search for and selection of appropriate care institutions for family members.

This commitment to reconciling career and family was honoured in detail in the year ­under review by the magazine ELTERN: in a ­nationwide survey, Porsche was awarded the highest grade as one of the “Best companies for families”.

Porsche also provides flexible working options with respect to place of work and working hours. Home office, life phase-orientated flexible working hours and a voluntary personal sabbatical are just a few examples of this. ­Job-­sharing in management functions has also proven successful in a pilot project and is now offered throughout the company as a possible option.
 

Code Camp

Co-determination
The workforce is informed about the various offers for employees via Porsche AG’s various internal media. In addition, the Works Council offers a comprehensive platform for infor­mation and discussion in its regular works meetings at the German Porsche locations. Co-determination is valued highly at Porsche and is an important pillar of business success. This also includes the numerous collective wage agreements and works agreements which were agreed between the company ­parties in the year under review. 

The Works Council is also an important partner and driving force in the organisation and ­implementation of the traditional Hocketse for employees and their families at the Zuffenhausen site. In 2018, more than 16,000 guests attended the family festival in and around the main plant. The 6-hour run in Zuffenhausen was also initiated by the Works Council. A distance of 911 metres is run here on the plant premises. For every lap completed, five euros are donated to charitable organi­sations from Stuttgart and Zuffenhausen. In September, over 3,500 employees partici­pated in the run and collected a total of 195,000 euros for charitable causes.
 

Hocketse

Equal opportunities and diversity
The Porsche workforce is characterised by its diversity: employees from more than 80 ­nations, with the most diverse personal skills, ensure that Porsche is so successful today. It is anchored in the culture guideline, and the Porsche Code derived from it, that managers should actively promote diversity. In addition, equal opportunities and equal treatment for all employees are prescribed in the Porsche code of conduct. In order to support managers and employees at all levels in implementing equal opportunities and diversity, dialogue platforms and training components are being continually developed.

In June 2018, Porsche participated in the ­German Diversity Day for the second time. ­Under the banner of “Everyone is individual. As a group, we are diverse. Together, we are successful”, the HR department, the Group Works Council and the representative body for the severely disabled showcase diversity at twelve sites around Stuttgart. This exemplifies the contribution that each individual can make to equal opportunities and diversity. The event also offers numerous possibilities for ­dialogue. In various training components – for example, in the context of the Porsche Young Professional Development or the Porsche Management Labs – opportunities, challenges and options for action in handling diversity are treated in depth.

For their special commitment to the inclusion of people with severe disabilities, Porsche ­already received the “Disability-friendly ­employer” award given by the Youth and Social Policy municipal association in 2017. In the year under review, the internal inclusion measures were further promoted under the leadership of the inclusion officer, and cooperation arrangements were developed. During the “Day of Persons with Disabilities”, a “sensiti­sation guided tour” was offered together with the Porsche Museum for managers from all ­areas of the company. The tour gave management an impression of life with a physical ­disability, for example by using a wheelchair, blindfolds or headphones. The active change of pers­pective resulting from this encourages the ­understanding of managers for colleagues with disabilities. The Porsche employees were also invited to take part in the sensitisation tours by the museum. This enables inclusion to be promoted in the long term. 

An important aim towards which Porsche is continuously working remains the increase in the percentage of women at all company levels. Since 2012, Porsche has significantly increased the percentage of women in the company to around 16 per cent. During the same period, the number of women in ­managerial positions almost trebled. The ­percentage of women in management is around ten per cent. 

Guaranteeing measurable and binding equal opportunities is a fixed component of the ­target agreements which are concluded individually with all the managers. For the promotion of women in management, as well as in the collective agreement areas, Porsche has set itself targets which go beyond the legal ­requirements. Qualification and further training measures, as well as mentoring offers, support female employees in their career planning.

In increasing the percentage of women, the promotion of young talent also plays an important role for Porsche. Thus, in 2018, half the trainees were female, and the proportion of women among the interns and thesis applicants was 28 per cent. In order to win female young talented professionals for Porsche, the cooperation with Femtec, an international ­career platform for women in IT, engineering and natural sciences, which has existed for over 15 years, was successfully enhanced. In the year under review, two excursions took place which provided insights into the working world at Porsche at the Weissach and Zuffenhausen sites. In addition, the company is ­involved in the Femtec Alumnae network, for ­example in the context of the festivities for the tenth ­anniversary of Femtec. At the Alumnae LIVE 2018 conference, Porsche organised a workshop on the topic “The transformation of ­Porsche into a software company”.

At trade fairs and during formats specially for women, the company regularly gives infor­mation about entry opportunities. In 2018, for example, Porsche was present at “WoMenPower”, the “Future day for female students” at RWTH Aachen University and at the “Ladies Lounge” as part of Formula Student Germany 2018. In addition, the cooperation with the University of Stuttgart, concluded in 2017, was continued successfully. The event ­“TryScience at Porsche” gives interested schoolgirls, female students and PhD students at the University of Stuttgart insights into possible professions in the company which are based on MINT (mathematics, IT, natural sciences and technology) subjects. In the year under review, Porsche was also the host of PANDA Automotive, a network event for women who are already experienced managers or ­aspire to a management position.

Targets for the percentage of women in the Supervisory Board, Executive Board and management 
As part of the implementation of the law on the equal participation of women and men in management positions in the private economy, the following target figures for the percentage of women in the Supervisory Board, Executive Board and upper management levels by 31 December 2021 apply to Porsche AG: with a view to the long-term commitments of its members, the Porsche Supervisory Board has confirmed the status quo of ten per cent as a target figure for the Supervisory Board. At the time of the resolution, the Executive Board ­positions for all departments were occupied exclusively by men; the respective contractual periods extend over several years. For this ­reason, the target figure for the Executive Board was set at the status quo (0 %). However, Porsche’s Supervisory Board has set itself the target of increasing the percentage of women on the Executive Board in the long term. For the first and second management level beneath the Executive Board, the target figure is 15 per cent, which means that Porsche AG is aiming for almost double the status quo.

Occupational health and safety
A motivated and capable workforce is Porsche’s most important resource. In order to maintain employees’ physical fitness so that they can continue to develop, produce and sell ­exclusive, sporty cars today and in the future, ­Porsche health management supports the workforce with various measures to promote health and prevent illness. 

Employees may also arrange to have a thorough medical check-up and obtain medical advice on any health issues. This health check is ­carried out by specially qualified doctors. It is voluntary and takes place during working hours. After a very successful pilot phase, the roll-out was launched in the year under review. This means that an essential aspect of health provision for employees is supported within the company. If necessary, physiotherapists also advise employees directly at the workplace. Porsche’s health management pursues a holistic approach. Courses on optimal ­nutrition, mental strategies or effective self-management are therefore also offered.

The protection of the employee has top priority for Porsche. An organised and structured ­system for occupational health and safety guarantees a targeted and uniform approach and ensures the implementation of legal ­provisions. This system helps to prevent accidents at work and occupational illnesses as far as possible. The central processes of ­occupational safety are standardised and ­regulated by a Group guideline. This guideline is an essential element of the company’s ­compliance management system and applies to all Porsche employees. It is the managers’ responsibility that employees know the ­provisions of the guideline and comply with its directives. Specialists in occupational safety, Works Council members and company ­physicians are available to all employees in an advisory capacity with regard to occupational safety. All staff members are also represented through the legally defined representatives in committees in accordance with the ­Occupational Safety Act. 

In addition, the company employs qualified safety engineers who concentrate on preventative measures for accident protection. The ­design of workstations, machines and equipment is orientated towards the applicable safety requirements. In order to guarantee the best possible safety standard for all partners involved during building and modernisation projects, the occupational safety team has been expanded beyond the legal requirements to include building site experts. These experts monitor compliance with the safety standards at the building and assembly sites and ­continue to develop them.

Thanks to a collective commitment, 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.

Porsche Gastronomy
Porsche Gastronomy is an important component of the corporate culture, which is also ­reflected in employer attractiveness. With 14 company canteens and 15 self-service shops at the German sites, Porsche Gastronomy provides healthy, varied and diverse meals for all employees. In the year under review, more than 3.7 million meals were served in the canteens.
 

Porsche Gastronomy

In May, the largest Porsche company canteen to date was successfully put into operation at the development site in Weissach. Up to 3,400 meals are served here each day. ­Regional products such as vegetables and local butchers’ products are regularly on the menu. Two further company canteens are planned for the production site in Zuffenhausen.

Porsche Gastronomy also planned the catering for numerous events with up to 25,000 guests in the year under review, treating local guests to culinary delicacies – for example, at the Porsche Tennis Grand Prix and the ­Porsche Hocketse.
 

Weissach canteen