Strategy for the S area
Our People are Key
The S area is about to undergo a significant transformation. Its main topics, new strategy and name were presented by the S-Forum
Strategy for the S area
WE EMPOWER PEOPLE FOR NEXT-LEVEL ŠKODA.
FOCUSED ON PEOPLE, ENHANCING SKILLS AND SHIFTING THE CULTURE THROUGH EXCELLENCE AND JOY.
he automotive leaders identify connectivity and digitisation as the No 1 trend. At the same time, they acknowledge that in the future, policymakers and regulators will have more say about the technological change, development and transition towards eMobility. Before this happens, the automotive market must undergo a major transformation. Such a change will concern not only developments, markets and products but also the labour market, which, like the automotive sector, is undergoing a major transformation. The forms and ways of working are changing, but so are employee requirements.
The carmaker has summarised its approach and new goals in its company-wide NEXT LEVEL – ŠKODA STRATEGY 2030. However, changes will not be driven without our employees’ involvement and teamwork across our departments, so the S area – Human Resource Management has presented ways in which it wishes to support the company from an HR perspective to meet the company-wide goals. On 30 September, the company held its S-Forum at the ŠKODA Museum, where it presented the transformation and new topics that await it and its employees in connection with the transformation to all the involved teams. Gunnar Kilian, VW Group Board Member for Human Resources Management, remotely welcomed the participants right at the start.
With our strategy, we sharpen our focus and position ourselves well for the challenges of the transformation.
Board Member for Human Resources Management
Let us transform ourselves
For the very first time, employees of the S area could sign up and participate in the 24 strategic HR projects. Maren Gräf, Board Member responsible for the S area, as well as the heads of the individual departments, then presented these projects via their nine initiatives (see the Key Initiatives column) during the event, describing the new goals and objectives. The common vision was that people make change happen, and that everyone bears their share of responsibility for it. HR will also get a new structure with seven “two-letter” departments that will be more interconnected than before. The STO unit was added to the structure, and a new SX unit will be created to cover the strategic theme of diversity. It will take care of S area project management through change management.
“Digitisation, sustainability and diversity are the pillars of our transformation, and our employees are the driving force behind these changes”, said Gräf in her introduction. She also mentioned how challenging the past few months have been from an HR perspective and praised the cooperation with the KOVO Trade Union. She also stressed that she wants to focus on building a more open company culture and increasing the proportion of women in management. “Little by little, women are changing the way management thinks. The company is then, in some ways, better able to support its customers”, said Gräf. The carmaker can also promote diversity by better engaging its employees on parental leave. “Having children is one of the building blocks of our society, and women should not have to pay the price. The carmaker should be able to work with hundreds of employees who take parental leave and come back to work”, said Thomas Schäfer, Chairman of the Board of Directors.
The S-Forum participants also actively participated in discussions through the Slido app, in which they all were interested in the topic of holistic health. They also jointly voted on a new name for the S-Forum: People and Culture, which should cover its functioning more closely in the future. ED
In their minute-long presentations, the individual ambassadors presented their nine key initiatives, as well as the content and goals that will lead to a transformation of the S area. In the spirit of the company-wide strategy, they are covered by these three priorities:
We are the company's partner for all the future challenges across all departments.
We support the transformation by exploring new opportunities, services and ways of working.
We create a positive, sustainable, ethical and diverse environment for our employees across all regions
Re- and upskilling for the future
Combining education and work will create lifelong development for our employees and the entire company. Through change and retraining, opportunities for further employee development will be created, leading to the carmaker’s complete transformation.
Being a strategic business partner
HR's ability to support and develop those individuals who are actively involved in the strategic direction of the company will play a key role in ŠKODA’s successful transformation.
Winning future talents
The goal is to focus on recruiting and retaining talented candidates who have the desire to move the automotive industry and ŠKODA AUTO forward.
Strive for new work
New working models will be developed in cooperation with the KOVO Trade Union and by using IT tools to support the diversity of our teams and the work–life balance of our employees.
Evolve performance management
Promote our employees’ motivation and engagement through fair, transparent, digital and governance-focused performance management.
Technology and digitisation will serve to improve our everyday working life. All the HR services based on our employees’ needs and user experience will be covered by a single digital ecosystem.
Enable diversity & extend sustainability
ŠKODA AUTO will become an inclusive employer that promotes diversity and quality of life across the company and in the regions where it operates.
Drive change management & culture change
A digital learning ecosystem will help to change the mindset of our employees regarding our company culture.
Improve people wellbeing
Our employees’ physical and mental health will be our priority, and the carmaker will offer a range of tools to support holistic health.