Porsche 2005 Annual Report Download - page 80

78
Successful HR development is reflected
in very low staff fluctuation and a high level
of satisfaction among employees at all
Porsche locations.
Porsche’s extraordinary success over recent years would be
unthinkable without its employees’ dedication and high level
of motivation. The strong identification of the workforce with the
company and its products, combined with participation in the
company’s success, create the foundation for a corporate cul-
ture notable for an exceptional level of employee satisfaction.
Our employees’ outstanding performance is further confirmed
by the fact that, in the 2005/06 fiscal year, a record result was
yet again achieved with a virtually unchanged number of em-
ployees. On the review date, July 31, 2006, 11,384 persons
were employed by the group (previous year: 10,895). Porsche
AG took on extra employees for the development of the Pan-
amera, which is why the workforce increased slightly to 8,257
(compared with 7,995 in the previous year).
Location Security Agreement Implemented
The company agreement for improving competitiveness and
securing locations was concluded at the end of the 2004/05
fiscal year by the Executive Board and the General Works
Council. It contains numerous measures aimed at making work
procedures and processes even more productive and flexible.
These measures were consistently implemented in the review
year. In Production, manufacturing processes were optimized
by numerous individual measures so that work time could be
used more efficiently and productivity significantly increased.
Comprehensive investments guarantee the future viability of
jobs and product quality.
For the employees, the criteria defined in the Location Security
Agreement for making work time more flexible were detailed
and implemented under a General Works Agreement. As a
result there is now even greater flexibility in terms of working
hours, while the employees’ regular weekly work time remains
unchanged. This further reduces the cost burden of overtime.
Porsche has been systematically running staff development
programs for many years. The success of these programs is
demonstrated by consistently low staff fluctuation levels and
high employee satisfaction.
The strategic management process was developed further.
The new management guidelines have now become components
of programs such as “Porsche Career Promotion for Junior
Employees” or “Porsche Management Development” as well as
managerial skills programs.
University graduates continue to be recruited primarily through
trainee programs and marketing measures at universities. In
the review year too, almost all entry-level posts were filled by
employees from the trainee programs. In the light of demo-
graphic trends and falling numbers of university graduates,
these activities were intensified, for instance through the in-
clusion of other tertiary institutions in the marketing program
and the development of a “Talent Relationship Management”
scheme.
Junior employees were also prepared specifically for more ad-
vanced positions by the “Porsche Career Promotion for Junior
Employees” and “Globalution” programs. Numerous participants
have already taken over managerial functions in assembly,
projects and specialist areas, and two new groups were started
in the review year.
During the review year, assessment of the first managerial
level marked the start of the Porsche Group’s third assess-
ment phase. The aim is to establish the potential of managers
for taking on more advanced roles and to prepare them for
their future tasks by means of targeted development plans. In
the long term, key functions should in principle be occupied
by personnel from the company’s own ranks.
Also in the 2005/06 fiscal year, candidates at the first and
second levels were identified in the group-wide plans for pro-
moting junior employees, and vacant posts were occupied by
successors appointed from within the company. This ensures
first-class management, which will keep Porsche on the path
to success.
To ensure competitiveness throughout the entire company,
programs for certain target groups were further extended.
Examples are PC qualifications and team leader training. The
PC qualification program, in which industrial employees are
trained to use computers and the Internet, has proved very
popular. It was extended to all locations during the year under
review. New project and team leaders for the Panamera model
series were trained in a special program for their future tasks
during the review year.
Employees
> page 85