Porsche 2003 Annual Report Download - page 81

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Outstanding Performance by the Workforce
During the review year, Porsche was once again able to rely
on its employees’ exceptionally willing performance. This
strength made it possible for us to adapt successfully to
changing market conditions in a difficult economic environ-
ment. The production startup and launch of the new 911
represented a particularly tough challenge, which was tackled
by the workforce with style and elan and ensured the addition
of yet another chapter to the company’s success story.
The extent of this great willingness to achieve is also de-
monstrated by the fact that the workforce – not including the
fully consolidated subsidiary CTS Top Systems GmbH – was
only slightly larger than in the preceding year, but a significant
increase in workload was none the less coped with success-
fully. On July 31, 2004 the number of employees in the com-
pany – excluding CTS Group – was 10,729 (the figure for the
preceding year was 10,699), including CTS, the figure was
11,668. At Porsche AG the number of employees remained
almost constant at 7,992 (previous year 8,078).
Management Philosophy places Emphasis on Autonomy
The company reworked its management guidelines and
adapted them to suit new requirements which the company’s
growth is engendering. The new guidelines reflect the evolu-
tion of our corporate culture and they are also designed to
propagate the corporate philosophy through the management
style. The new management guidelines emphasize the com-
mitment to quality products and processes, lean production
and support for our employees. They enable Porsche to
establish clear principles for day-to-day working practice –
now and in the future.
Porsche has its own unique approach here – as in so many
other areas – which clearly distinguishes it from the compe-
tition. One distinctive feature is particularly worthy of mention:
despite being a relatively small producer, Porsche is inde-
pendent and has every intention of remaining so in future. This
independence has played a key role throughout the history
of the company and was always emphasized by Professor
Ferry Porsche.
Targeted Executive Training
Porsche employs the “strategic management process” in
its executive training – a concept which integrates the recruit-
ment and support of executives, the development of senior
management, the regulation of succession and agreement on
objectives.
The Porsche Junior Staff Promotional Program (PNF) prepares
junior managers systematically to enable them to cope with
more advanced tasks. Three groups have already successfully
completed the two-year program and another group started
on it during the period under review. PNF participants can
take on numerous managerial functions in line management,
for projects or in specialist areas. In addition, the Group-
wide “Globalution” program was once again implemented
throughout the company with the aim of preparing junior staff
members for international projects.
During the review period, the Porsche Executive Assessment
and Development Scheme (PFE) continued its assessment
of the third level of management. This scheme runs according
to a three-year cycle: all Group executives are assessed on
their potential for performing higher-level tasks and individual
development program step are determined. The PFE process
is not only useful for determining suitable personal locations
but also provides Porsche AG with important information
when optimizing succession planning and the placement of
executives within the Group. This in turn ensures that the
company meets its target of filling key positions in the Group
from within its own ranks.
Employees 2003 ⁄ 04
Surveys and rankings confirm that Porsche has a high reputation
as an employer in Germany.