I view everyone as a partner
Interview with Michal Štětka, Integrity Ambassador from the PFS-L – Paint Shops Technical Service
What led you to become an integrity ambassador?
I was interested in looking at things from a different angle. Work is not the only thing that exposes a person to situations where they hesitate to act. Myself included. That is why I joined the group of ambassadors.
How do you see ambassadorship in your department?
The production units are generally under great pressure. Especially in Maintenance, where I work; unexpected events often occur. And it is in these cases that we have to react quickly, fix everything and proceed according to company rules. I see ambassadorship as an opportunity to create an open communication environment.
What would you like to achieve as an ambassador?
I want to lead by example, and I see everyone as a potential partner. I perceive their attitudes and arguments, and I base my decisions on them. My goal is to work in an environment where those in management support discussion and actively listen to arguments and expert opinions.
What benefits do you see in the fact that employees will follow the integrity principles in practice?
If everyone followed them, we would play a completely clean game, which I consider a utopia. However, the closer we get to that, the happier we will be at work. It’s important for the management to lead by example. Many leaders are already following these principles, and it is a pleasure to work with their teams because instead of looking for problems, they approach everything proactively and look for suitable solutions.
How do you understand integrity at ŠKODA AUTO?
As a change in the approach, the behaviour and the actions of employees at all levels towards a diverse modern company that will respect all opinions and follow a common agreement. In simple terms, it’s a return to one’s word of honour.
Integrity is often associated with a situation in which there is no one right solution, and it is necessary to follow one’s own values and conscience and often demonstrate personal courage. In your work, have you ever encountered a situation where you could not rely on fixed rules, and yet you knew you had to solve it?
My colleagues from Maintenance and I regularly face such situations. Reducing downtime, spare parts inventory, budgets, the number of maintenance workers for more complicated equipment and increasing complexity are all very conflicting requirements that we must balance with sensitivity. We often have to draw attention to them, and our arguments aren’t always heard, simply because we’re part of a larger whole. However, when making a decision, it’s important to have all the relevant arguments in front of you and give them space. ED