The most important guarantee of success for Porsche is the human factor. At Porsche, customers, fans and employees are united by one particular passion: their love of sports cars – a driving force that will always be stronger than any engine, be it petrol, hybrid or electric drive.
Porsche’s success hinges on the employees – their abilities, their dedication and their passion. They are the beating heart of Porsche. Their drive is the inspiration behind the brand's exceptional products. This passion moves every individual to search constantly for improvements, to regularly test and optimise structures. Despite an ever-growing number of employees, the spirit of the family company is still alive at Porsche today.
This strong connection between the staff and the company has been an essential part of Porsche for the past 70 years. As well as encouraging his engineers to broaden their thinking, Ferry Porsche also put a team mentality at the heart of his leadership style.
As early as 1960, the company moved all of its labourers from an hourly to a monthly wage, putting them on an equal footing with other salaried employees. It took another 20 years for this to happen in the rest of the metal industry in Germany. Porsche also introduced Christmas bonuses, holiday pay and pensions earlier and on a larger scale than was the norm in the rest of the industry.
Today, Porsche's commitment to its employees remains the same; the company takes responsibility for them and invests in their future. In addition to the continuous development and qualification of our employees, other core aspects of this Porsche culture include such matters as equal opportunities, diversity and co-determination, as well as the ongoing improvement of our employees’ work-life balance along with fair and performance-based remuneration. In return, employees play their part in securing the site: Through the Zukunftsbeitrag or “future contribution”, all executives, managers and employees who are subject to collective agreements are investing in Porsche’s fitness for the future and in the company’s entry into the alternative powertrain engineering market. For example, from increases under the regional collective agreement between 2016 and 2025, collectively organised employees will pay 0.25 per cent into the future contribution.