Is E-Mobility really a Jobkiller? Porsche exceeds 30,000 Mark in 2018 for the First Time

Von wegen Jobkiller Elektromobilität: Der Elektrosportwagen Porsche Taycan gilt als Job-Motor. So konnte das Unternehmen 2018 erstmals mehr als 30.000 Mitarbeiter verzeichnen. Doppeltes Plus: Der Frauenanteil steigt kontinuierlich.
Jobkiller electromobility? On the contrary, the Porsche Taycan electric sports car is regarded as the job engine. In 2018, the company recorded more than 30,000 employees for the first time. And: the proportion of women is rising continuously.

Growth at Porsche continues, with the workforce steadily expanding in spite of increasing electrification across the model range. At the end of 2018, 32,325 people were employed across the Group, constituting an increase of 2,548 employees, or 8.5%, compared to the previous year.

Over the next few months the company is intending to hire upwards of 1,000 skilled employees just to build the Taycan and its derivative Taycan Cross Turismo, both of which are the first electric sports cars to come out of Zuffenhausen. Production of the Taycan will generate 1,500 new jobs in total. 160,000 applications and a fluctuation rate of 0.7 percent in 2018 also show that the attractiveness of Porsche as an employer continues.

The sports car manufacturer has almost doubled its workforce since 2012, with millennials or even younger vintages making up over 50 percent of current Porsche employees. A crucial strategic goal for the company is to increase the proportion of women in the entire workforce: where this figure was just 12 percent in 2012, it is now at approximately 16 percent. »The number of women in management positions has tripled in this period. This overall growth shows that we are a very attractive employer for women and indicates that we are pursuing the right strategy for employee development«, comments Andreas Haffner, Member of the Executive Board responsible for HR and Social Affairs at Porsche.

This strategy is all about equal opportunities, and fixed parameters for promoting women are enshrined in the target agreements for executives across all executive departments. The defaults are based on the proportion of women in the upper salary bracket in each department, and help to ensure that the promotion policy is fair to women and men. Haffner continues, »If we are going to get more women into management positions, we must consistently fill the pipeline.«

Training is the first step to achieving this, and already the share of female trainees undertaking technical training has increased from 6 to almost 30 percent in the last few years. The next step is targeted recruitment of skilled female employees. It was possible to recruit women to at least 21 percent of positions available in 2018. The systematic increase of women in the overall workforce brings about a desirable long-term effect, reflected in the fact that 21 percent of the promotions awarded in last year’s management-level promotion exercise went to women, where this figure was just 5.5 percent in 2012.