CIE People

Below you can read about our principles for action in the field of employment, our assessment-focused people management plan and our different training plans.

Our People

The people that make up CIE Automotive, S.A. are what drive the company’s growth and our leading position in the industry is thanks to them.


Relations are based on mutual trust, respect and recognition of everybody’s dignity, as laid down in the group’s Code of Professional Conduct.


CIE Automotive, S.A. makes cultural diversity, the struggle against discrimination and support for equal opportunities part of the way it manages its human capital. Our management model is based on respect for and compliance with universal standards in terms of both human rights and employment rights, respecting freedom of association and encouraging the existence of trade union representation on all its sites around the world.


CIE Automotive’s commitment to its human capital translated into the contribution of over €10 million to work-life balance measures, among other initiatives, in 2016.

Statistics about our workforce

Geographical distribution of the workforce


Distribution of the workforce by employment grade and gender


Professional Training

Code of Conduct

Internal Code of Professional Conduct


Ethical channel

Go to our Ethical Channel

Principles for action

principios de actuación

CIE Automotive is governed by employment legislation in each country and by the principles of the Untied Nations Global Compact. Thus, it rejects child labour and forced labour in any form, allows no discrimination in employment and supports free trade unionism and the right to collective bargaining.


CIE Automotive carries on all its activities in accordance with a respect for human rights and undertakes to do the following:


To avoid discriminatory practices: CIE Automotive undertakes to ensure a work environment free from discrimination on the grounds of sex, race, religion, age, sexual orientation, nationality, marital status or social/economic status.


To reject the use of forced or child labour: CIE Automotive undertakes to ensure that no cases of forced or child labour arise in any of its activities. It further undertakes to comply with employment legislation in the countries where it operates and, where appropriate, take corrective measures.


To offer decent employment: CIE Automotive undertakes to pay its employees decently, in line with their skills and knowledge. Furthermore, CIE Automotive undertakes to comply with labour legislation in all the places where it operates and, as far as possible, establish measures to favour flexible working hours.


To protect people’s health: CIE Automotive undertakes to offer its employees a safe, healthy working environment by complying scrupulously with applicable legal requirements.


To facilitate collective bargaining and freedom of association: CIE Automotive respects its employees’ right to freedom of association and collective bargaining. As far as possible the group will facilitate its employees being able to freely meet and discuss relevant matters related to their employment.

Keeping talent and appraisal

Retención del talento

CIE Automotive has a people management model in which the skill profiles of the workforce are defined and the performance of managers, supervisors and experts is assessed, at the same time identifying areas for improvement and designing career and training plans through a personal development programme.


On the basis of the company’s values, employees’ skills are assessed in eight categories: Focus on results, customer relations, proactiveness and  innovation, teamwork, decision-making, flexibility and leadership.


All employees have been appraised based on the categories previously mentioned and up to 11,061 employee evaluations have been documented in order to calculate bonus or potential internal promotions.


Yearly, all employees together with their supervisors go through their professional development review with the purpose of analyzing the employee’s and the company’s evolution and future expectations in the long and short term. Whenever a gap between the requested and the existent competences is detected, the person is included in a specific training programme.



With a view to developing employees’ skills, there are two training plans in place:


  • Training at plant level: those interested are offered highly specific training. Most of this training is operational in nature and oriented towards improving efficiency in the use of resources and enhancing employees’ performance.
  • Training at group level: the company provides advanced management and inter-personal skills.


The total number of training hours provided in 2016 were 504,812 for 16,325 employees (80% of the workforce), receiving an average of 30.92 hours of training per year.


Additionally, the non-regulated educational actions are countless throughout the year and hence, in practice, all group employees are provided with one or multiple training processes.

Related documents


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