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 2021) 

Distribution of the workforce

Code of Conduct

Internal Code of Professional Conduct

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Ethical channel

Go to our Ethical Channel

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Headquarters, production plants, and comercial offices

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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 91% of its factories are managed by local managers and 92% of around 700 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 266 people with some form of disability; that is 1.1% 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 21% to 38%.

Although female representation remains low in percentage terms, at 18.3%, 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 approximately one percentage point in 2021 thanks to efforts being made by CIE Automotive to hire more women (22% of all hires in 2020, which is 4 points higher than female representation in the workforce at year-end 2021 and also 1 point higher than the percentage of females hired in 2020).

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.

2020 saw the launch 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. During 2021, 5 complaints were received and handled in this area.

 

A truly representative Diversity Committee

The creation of the Diversity Committee was one of the biggest highlights of the company’s human capital management effort during the year.

The committee is made up of 14 people representing all of the group’s geographic regions and areas of technology expertise. The members are of different genders, ages, nationalities and skill profiles, such that the panel is, as is only right, itself diverse. Its mission is to coordinate the group’s diversity- related initiatives.

2021 was a year of arduous work for the committee which met, either in full or in sub-committees, on more than 10 occasions.

 

Quantitative Diversity target - ESG

  • 100% of the group’s factories must have completed a diversity assessment by 2025.

In 2021 the company worked on the creation of the bodies tasked with diversity assessment, specifically the Corporate Diversity Committee, and on the design by the latter of the diagnostic tool, on the choice of the four areas of diversity to be worked on initially and on execution of the first eight pilot assessments. Having created the body tasked with diversity assessment and the associated tool, we expect the number of annual assessments to increase very significantly in the coming years.

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 2021, 58% of the company's employees were covered by collective bargaining agreements that protect those rights and 41 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.

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.

Occupational health and safety is managed on a decentralised basis. CIE Automotive has an outside safety service that covers the four legally-stipulated areas of accident prevention expertise and a health and safety officer at each of its productive facilities, more than 100 people worldwide in total.

That effort is shored up by a corporate health and safety department which regularly audits the factories and serves as contact point for issues related with occupational health and safety.

At the factory level, the safety staff inspect the adequacy of the company’s facilities, conduct emergency evacuation drills, provide training, assist with incident investigations and carry out awareness drives.

Health and safety training

Employees receive safety training tailored to the risks posed by their jobs. In 2021 CIE Automotive provided 159,160 hours to health and safety training to 13,237 employees (10,368 men and 2,869 women).

Accidents and injuries

There were 447 accidents in 2021, 65 of which affected women and the remaining 382, men. Of the total, 98% (437) were mild and 10 were classified as serious, although there were no fatalities.

The injury frequency and severity rates continued to improve in 2021, reaching record lows, despite the undeniable additional risk implied by the pandemic and the increase in the number of hours worked in 2021 compared to the previous record, marked in 2020. Specifically, the severity injury severity rate was flat at 0.15, while the frequency rate declined to 8.66.

As for subcontractors, there were no serious accidents affecting the people employed at any manufacturing facility in 2021.

Turning to work-related ill health, the group detected 29 cases in 2021, 26 among male employees and the remaining 3 among female employees.

Certifications

The 2025 ESG Strategic Plan reaffirms employee health and safety as one of CIE Automotive’s top priorities: 100% of the group’s current facilities are aiming to be ISO 45001-certified by 2025.

Progress towards delivery of the factory certification goals set down in the 2025 Strategic Plan is detailed below:

  • In 2017, which is when the previous plan was rolled out, 85 factories, i.e., all except those acquired or created subsequently, got involved in the certification mission. Of those 85, 68 were certified at year-end 2020 (80%).
  • In 2021, the newly acquired and created factories during the last few years, lifted the number of facilities in the programme to 103.
  • Of those 103, 85 are currently certified, implying a compliance level of 83%.
  • CIE Automotive expects to certify another 13 facilities in 2022, which will boost compliance further, to 95%.

 

KEEPING TALENT AND APPRAISAL

principios de actuación

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.

Employee remuneration

CIE Automotive uses a ‘total comp’ remuneration model, which includes a fixed amount determined on the basis of the nature of each job and individual job performance. In addition, 7,648 employees received a bonus in 2021 as a result of delivery of set targets and/or excellent or improved performances.

Employee remuneration at CIE Automotive complies with and often exceeds the minimum wage requirements in each country. That fact is verified by the Human Resources Department whenever the company makes an acquisition to confirm compliance with the law and make sure incoming employees have the same entitlements as the rest of the group’s employees.

Besides wages, in 2021 the group provided its employees with a series of company benefits which enhance their and their families’ quality of living and entailed an investment of over €18 million.

Notably, in 2021 it provided €12 million in the form of health insurance or in-house medical services, such as:

  • United Healthcare, among others, at certain US factories.
  • Private health insurance coverage at the Spanish, Brazilian, Chinese and Mexican factories, among others.
  • Specific pandemic coverage built into the group’s travel insurance.

In addition to that health coverage, CIE Automotive invested €6 million in the following food and transport assistance services:

  • Fully or partially subsidised company canteens.
  • Food vouchers (with and without tax benefits).
  • Transport service for candidates for working at the Mexican factories.
  • Company cars and transport vouchers.

Lastly, the company also strives to help its employees’ with their families’ education, earmarking €0.2 million to the following programmes: a university support fund at the Brazilian factories; prizes for children of employees at Mexican factories with the best academic records, and a higher education support programme at the factories in Portugal.

 

TRAINING

principios de actuación

CIE Automotive is aware that its competitiveness and sustainability over time depends to a significant degree on its employees’ capabilities. To that end it provides them with new skills, offering them growth opportunities via training and mobility.

In 2021, the group imparted 696,806 hours of training, up 112,658 hours from 2020. The breakdown by job category was 21,923 hours for executives, 184,863 hours for university graduates and 490,020 hours for factory workers.

The majority of employees receiving training were men, four out of five, echoing the workforce’s predominantly male make-up. However, the number of training hours provided to women (44.7 hours of training per woman trained) was higher than that received by their male colleagues (30.4 hours per man trained).

The training provided emphasised traditional core areas of people management (health and safety, soft skills, and technical training) and other subjects that are relatively new in the world of business, such as ESG and human rights, a focus expected to continue in the years ahead.

The company has a Training Plan Procedure which outlines the various phases to be implemented when designing training plans at each group facility: identification of training needs, 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.

Resumption of the Ulysses programme, a bet on inclusion and mobility

Transmitting the same culture to all the people comprising CIE Automotive, no matter which country they work in, and raising their profile within the company by means of mobility are key aspects of the human capital management effort, as set down in the ESG Estrategic Plan 2025.

One of the most important initiatives designed to deliver that cohesion is the Ulysses Programme, a project that combines mobility and talent management, in which young Mexicans and Brazilians attend an outstanding vocational training centre in the Basque region of Spain before receiving on-the-job training at the company’s legacy factories in Spain.

In that way it 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.