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.
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 €30 million to work-life balance measures (health, logistics, nutrition services and education), among other initiatives, in 2019.
Statistics about our workforce
Distribution of the workforce by employment grade and gender
Geographical distribution of the workforce
*Data as at 31.12.2019
PRINCIPLES FOR ACTION
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.
KEEPING TALENT AND APPRAISAL
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.
Around 30% of its employees (nearly 8,000) also received a bonus in 2019 as a result of delivery of set targets and/or excellent or improved performances. Fifty per cent of group employees (approximately 14,000) participated in formal performance evaluations under the Professional Development Plan.
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.
In 2019, 92% of the group’s plants were managed by local managers, which makes it easier to cover each region’s specific needs, while evidencing the company’s commitment to its local communities. Indeed, this attribute sets CIE Automotive apart and proves that diversity is not only a plus in its own right but also helps organisations achieve better results.
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 2019 were 766,116 for 24,617 employees (88% of the workforce), receiving an average of 31 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.