Professional Career

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

At CIE Automotive we place importance on people by respecting their fundamental rights, providing them with fair working conditions and fostering their capacity for initiative, creativity and innovation, participation and teamwork, their ability to achieve objectives and add value, and their positive attitude to change and continuous improvement.

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

Statistics about our workforce

Job map at CIE Automotive (at year-end 2020) 

Distribution of the workforce

The breakdown of the workforce (25,196 by 31st of December of 2020) shown in the above graphics highlights employees’ diversity in terms of age, gender and education level.

DIVERSITY & INCLUSION

Different geographical talent

CIE Automotive is strategically committed to hiring local talent, which it views as a source of creativity and innovation and the best way of achieving healthy earnings. Some 89% of its factories are managed by local managers and 91% of the more than 500 professionals sitting on the factories' management committees hail from the local markets, evidencing the fact that CIE Automotive's commitment to talent in each region is not limited to the factory boss but trickles right down the management ranks. It also demonstrates the faith the company has in the staff working in the factories it acquires and CIE Automotive's ability to integrate them and also in the capabilities of CIE professionals irrespective of their country of birth, culture, race or gender.

People with disabilities

CIE Automotive employs 311 people with some form of disability; that is 1.2% of its current workforce.

Gender

CIE Automotive has been working to increase female participation in its leadership ranks in recent years, as is evidenced by the fact that 40% of the group's Management Committee (four executives) are female. In addition, the percentage of women on the Board of Directors has increased from 15% to 21%.

Although female representation remains low in percentage terms, at 18%, reflecting the fact that the automotive sector has traditionally been perceived as a 'man's industry', coupled with still limited female access to certain STEM courses and degrees, it increased by two percentage points in 2020 thanks to efforts being made by CIE Automotive to hire more women (21% of all hires in 2020, which is 3 points higher than female representation in the workforce at year-end 2020 and also 3 points higher than the percentage of females hired in 2019).

Regarding specific measures, shift changes to pregnant women and/or any other measures above the required by law, such as maternity leave permits, vacations and day-offs, are offered when needed at numerous plants, usually guaranteed through collective and local agreements.

A further measure to bear in mind is the launching of the new Protocol for the Prevention and Handling of Workplace Harassment, binding across all group facilities and which signature has already been asked to all plants. The protocol addresses mobbing and sexual and gender-based harassment and defines a series of prevention measures, including a zero-tolerance attitude towards harassment, the sharing of responsibility by all employees for monitoring workplace conduct and the establishment of communication programmes.

Code of Conduct

Internal Code of Professional Conduct

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Ethical channel

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Headquarters, production plants, and comercial offices

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PRINCIPLES FOR ACTION AND THEIR IMPLEMENTATION

principios de actuación

CIE Automotive provides its employees with decent work, pay aligned with individual responsibilities and capabilities and training so that they can grow professionally in a safe and healthy environment. That value proposition is set down in the company's Human Rights Policy which stipulates the guiding principles for human capital management at all places of work:

CIE Automotive is governed by employment legislation in each country and by the principles of the United Nations Global Compact. . Thus, it rejects child labour and forced labour in any form, allows no discrimination in employment and supports unionism and the right to collective bargaining. Employee relations are based on respect for others and transparency.

In 2020, 59% of the company's employees were covered by collective bargaining agreements that protect those rights and 39 collective bargaining agreements (at the regional, sectoral or factory levels) were signed at a number of manufacturing facilities.

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.

Also, when a company is integrated into the group, labour due diligence is performed to verify compliance with the law and ensure the new CIE employees are provided with the same rights as the rest of the group's professionals. In 2020, CIE Automotive analysed the situation of the three companies it integrated, two in Italy and one in the US, and the sub-group Golde companies have been introduced into the workplace climate surveys systematically conducted at CIE Automotive.

Regarding the principles followed by the Group in terms of reorganization and its responsible management, CIE Automotive includes its employees as a key decision factor in these type of processes, not limiting reorganization analysis only to an economic optimum but also valuing the situation for the employee after the decision-taking.

Indeed, 2020 has been a year, due to the COVID-19 pandemic and market conditions, in which numerous flexible measures have been taken to face limitations imposed by the various governments around the world, including mobility restrictions, curfews, lockdowns and the closure of non-essential activities.

Due to CIE Automotive’s traditional de-centralized management, both performance- and people-oriented, measures taken towards the pandemic followed, in general, a different path depending on the social cover across the different geographies:

  • Application of labour regulations and similar measures which imply a limited loss of revenues for the employee in countries with high standards of social protection.
  • Agreements seeking to maintain, as far as possible, our employee’s purchasing power in countries with lower standards of social protection. In certain cases, additional vacations to be compensated afterwards, time by time working pools or the maintenance of the payments for people who could not develop their work during the worst weeks of the pandemic.

See Human Rights Policy.

Go to Ethical Channel.

See Harassment Prevention and Resolution Policy.

 

HEALTH & SAFETY

The health & safety of our employees is a capital issue for CIE Automotive for which big resources are devoted each year.

More than 100 persons work in this area across the different group facilities, more than 200.000 hours have been devoted to health & safety training for almost 18.000 employees, a Group-level auto-diagnostic tool has been implemented and, in 2017, we established the aim of the obtention of the OHSAS 18001/ISO 45001 certification at all factories within three years since the integration of any new factory in the Group.

Each factory has its own health and safety plan, which is put together on the basis of a framework system that is subjected to continual audit as part of the group's workplace safety management systems. This structure enables the company to adapt safety measures for each plant and evaluate the measures taken by it on this front as a whole. Individual action plans are formulated every year to deliver the targeted level of improvement defined on the basis of the prior year's performance. All of the group's facilities have a health and safety officer who, in addition to monitoring accidents and the key performance indicators, is tasked with improving ergonomic aspects, protecting employees from exposure to harmful substances and monitoring employee health, stress levels and psychosocial risks.

The Company also conducts a working satisfaction survey every two years (7,4 points out of 10 was the average score obtained in 2020), being this communication tool a key input in terms of prevention as, among other aspects, employees are being asked for their opinion on the working conditions and their job positions with regards to Occupational Health Prevention.

As a consequence of the previously mentioned:

  • Indicators. The continuous improvement target has been met. The injury frequency and severity rates have come down considerably in recent years: in 2020, the frequency rate stood at 8.9 (2019: 9.7), while the severity index fell to 0.15 (2019: 0.17); there were 414 accidents in 2020 (2019: 567).
  • Some employees are subject of variable remunerations depending on the frequency/gravity indexes and accidents occurred each year, so as to promote, as far as possible, the continuous improvement of the indicators and the reduction of accidents.
  • Auto-diagnostic tool (CIE SAFETY): 100% of the group's factories are following the CIE SAFETY survey, which is of particular importance for those that have yet to obtain OHSAS 18001/ ISO 45001 certification by providing them with a vital safety tool.
  • A 70% of the group’s factories already count with the ISO 45001 certification. This percentage includes all CIE Automotive factories, also the most recently acquired ones.
  • Regarding compliance with the 2017-2020 plan, which aim was to obtain the certification at all those factories belonging to the Group in 2017, a 80% of them were certified by the end of 2020 (it is important to note that certification activities were seriously disrupted in 2020) and such percentage will turn into a 92% by April 2021.

 

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.

More than 12.000 employees were evaluated according to formal evaluating tools in 2020 and more than 7,000 employees also received a bonus in 2020 as a result of delivery of set targets and/or excellent or improved performances. Yearly, employees together with their supervisors go through their professional development review with the purpose of analysing 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.

Among the initiatives designed to spark bonding between people from different countries, the Ulysses Project stands out. That initiative combines mobility and talent attraction, bringing young graduates from the countries in which CIE Automotive has factories in for training in their home countries initially, after which they spend several months at Spanish factories and training centres. In that manner the programme delivers four objectives: embedding the group's values; facilitating cross-country engagement down the line; generating intragroup relationships; and providing the group with professionals trained in excellence.

In 2020 the group continued to provide its employees with a series of company benefits which enhance their and their families' quality of living and entailed an investment of almost €25 million.

 

TRAINING

 

Formación

In 2020, CIE Automotive imparted 584,148 hours of in-person training, 181,968 fewer than in 2019 due to the pandemic which has been an obstacle for the realization of training actions. It is worth mentioning the high increase of Health & Safety training, from 116.567 hours in 2019 to 202.886 hours in 2020, a year marked by new health & safety trends derived from COVID-19. Also, Human Rights training hours have been significantly increased up to 30.839 hours, evidencing the group's strategic focus on ESG matters.

CIE Automotive has a dedicated training plan which establishes the steps any training plan at the group needs to follow: gap identification, planning, definition, execution, evaluation and feedback.

In addition, at the corporate level, a non-binding proposal is presented to the CIE Automotive factories each year itemising all of the training initiatives to be undertaken on a centralised basis in the year ahead. Those initiatives include sessions aimed at providing advanced management and interpersonal skills for individuals with certain abilities and/or potential, ESG training and training on ethics and conduct codes.

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.