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1、12024 EDITIONAutomotiveGlobal HR Trends2024 EDITIONAutomotiveGlobal HR TrendsThe Knowledge Hub is Gi Group Holdings dedicated intelligence unit whose goal is to procure and disseminate knowledge on the evolution of the global labour market.The unit works with recognised research centres and academic
2、 institutions,collecting verified data from candidates,unions,governments and corporations,to produce authoritative reports covering a wide range of sectors.In line with Gi Group Holdings values,the Knowledge Hub aims to find and share informationand recommendations which contribute to a sustainable
3、 and enjoyable Labour Market.Other reports in our Global HR Trends collection2022 EditionLogisticsGlobal HR Trends2023 EditionManufacturing Global HR Trends76ContentsSalary Guide.Technical Operators789244414345662ContentsInfographics:Automotive.at a glanceMethodologyWho we areSalary Guide
4、.Professionals,Middle&Senior ManagementConclusionsIntroduction9Chapter 1 Industry OverviewChapter 3 Reputation of the IndustryChapter 5Workforce of the FutureChapter 2 How is Automotive Evolving?Chapter 4 Impact of New TechnologiesChapter 6 Accelerating International RecruitmentChapter 7Equality in
5、Automotive98INTRODUCTIONIntroductionThe Automotive industry is undergoinga revolutionary transformationTechnological advancements,particularly in vehicles production,are pushing boundaries and reshaping the traditional concept of mobility.Implementation of automation systems aimed at enhancing safet
6、y and productivity is becoming more prevalent.Sharing economy trends,including ride-hailing services,further reflect changing consumer behaviours and preferences.Sustainability has become a key focus,with a global push towards reducing carbon footprints driving demand for electric cars.Our rigorous
7、study,conducted among 6,500 people in 11 countries,reveals that while the industry is still perceived by the public as physically strenuous and conservative,the change in mobility systems has the potential to make it more inclusive and alluring.This evolution not only suggests a dynamic future for t
8、he Automotive industry butalso an exciting time for the labour market.If companies want to thrive in this fast-paced transformation,they must be ready to embrace change and invest in their employees by providing them with strategic opportunities to upskill and reskill and fostering ownership on thei
9、r teams.By putting people first,the Automotive industry will be more likely to attract and retain top talent,adapt to changing market demands efficiently and maintain a robust,positive brand image among consumers who are increasingly demanding sustainable practices from businesses.Lets commit to sha
10、ping a future where the ever-changing Automotive industry thrives by synchronising its growth with the empowerment of its workforce.1110IndustryOverview10The Automotive industry has seen a decline in the last four years,made evidentby in a loss of revenue and fewer vehicles being manufactured.While
11、the global economy has affected most sectors to some degree,automotive has experienced some unique challenges:Perception and pricing of fuel sources such as gas are leading consumers to postpone or cancel their vehicle purchases.Consumer doubts over electric vehicles are affecting sales,as potential
12、 buyers experience uncertainty over vehicle performance.Price increases for components used in vehicle manufacturing are forcing automakers to re-evaluate the materials they use.Changing mobility habits are affecting sales,with some customer segments opting for rental and ride-sharing instead of pur
13、chasing vehicles.Raw material and chip shortages are forcing manufacturers to rethink the components they use in their vehicles.The Covid-19 pandemic was a driver of many of these challenges.As well as contributing to the material shortages,it kick-started the move towards remote working that has re
14、duced the amount of people commuting to work.Naturally,the global reduction in workers commuting has had a knock-on effect upon automobile sales.Chapter 1INDUSTRY OVERVIEW.2.3.4.5.6.7.11312This decline began in 2020,with the sectors total revenue dropping 9%from$2.88 billion in 2019.However,the mark
15、et is now in a slow recovery phase.Its revenue was$2.52 trillion1 in 2022 and is expected to reach$2.56 trillion in 2023.How have these challengesaffected the industry?These fluctuations are reflected in the sectors sales volumes.Sales began to drop in 2018,but we saw a steep 13.9%drop in 2020,with
16、sales falling to 77.7 million units2.Sales began to increase again from 2021,rising to 81.4 million units worldwide.Semiconductor shortages:a global slowdownShortages in materials have been extremely problematic for some manufacturers.For example,the global shortage in semiconductors has increased m
17、anufacturing lead times from an average of 3-4 months to 10-12 months.Global light vehicle sales(000s),2017-2022SourceMarkLines,20231.Source:IBISworld,2023Chapter 2120202,6502,880Global car manufacturing industry revenue(000000000s),2019-2022SourceIBISWorld,2023-9.0%-4.9%+1.1%2,6202,5202.
18、Source:Marklines,2023 200202021202295,29894,41590,285-0.9%-4.4%-13.9%+4.7%-0.6%77,74781,42780,975INDUSTRY OVERVIEW1514How is AutomotiveEvolving?14For a long time,the Automotive industry has been seen as stagnant.Many perceive it to be male dominated,highly competitive,and offering inferio
19、r career paths compared to more desirable sectors.But the Automotive industry is now on the precipice of a transformation.Businesses are facing logistical and legal pressures that are forcing them to update their products.Consumers are re-thinking what they want from cars-and how they want to access
20、 them.And finally,new technologies are enabling automakers to deliver the sustainable,smart,energy-efficient vehicles of tomorrow.Automotive businesses have no choice but to move with the times,but many within the sector are now seeing this is an opportunity for growth.The sector has a new chance to
21、 embrace innovation,support sustainability,and modernise its hiring practices to attract the best talent possible.Our research revealed that businesses are already making big changes-but the road ahead is likely to have some unexpected twists and turns.In this chapter,well explore how the industry i
22、s changing.Due to raw material shortages,we need to redesign devices so they dont rely on unobtainable chips.Fulfilling this need is challenging for our R&D structures.To update our product ranges,we need to fill a skills gap in software and firmware professionals.In this regard,academic training fo
23、r the automotive industry should be based on highly specialised paths,to allow in-depth knowledge of the new connected world.Senior Consultant General Management,KFT Gruppo Zucchetti AutomotiveGiovanni De Maria Chapter 2HOW IS AUTOMOTIVE EVOLVING?.1.3.4.5.6.7.2“1716What are the major shifts ahead?Ma
24、jor changes are just around the corner.According to the data we reviewed in our research,there are four key trends happening within the Automotive industry.1.The rise of electric vehiclesConsumer tastes in vehicles are undergoing a major evolution.Todays vehicle users are looking for ways to save co
25、sts and be kinder to the environment-and electric vehicles offer significant advantages in both these areas.This trend is already apparent from recent sales figures.Manufacturers sold 10.52 million new electric and plug-in hybrid cars in 2022,up from 6.76 million in 2021-a 55%jump.Experts predict th
26、at 40 million more cars will be sold annually in the next seven years.This is due not only to changing consumer demands,but also government targetsto phase out internal combustion engines(ICEs)in 36 countries.Based on these trends,by 2030,the rollout of electric vehicles will eliminate theneed for f
27、ive million barrels of oil per day1.Experts predict that three-fifths of current vehicle manufacturing jobs will switch toEVs and their batteries.EVs have fewer parts and are less labour-intensive to assemblebut will likely create new jobs in the battery supply chain outside of car factories.This ke
28、y shift there will be a growing demand for professionals who specialise in designing,developing,and producing electric vehicles.Manufacturers will likely be looking to hire roles like electric vehicle engineers,battery specialists,and expertsin charging infrastructure.Whos leading the race in electr
29、ic and hybrid vehicles?Electric vehicles are most popular in Norway,where they have 79%of the market share.However,China has the highest total volume of sales,reaching eight million in 2022.2.Increasing pressure to reduce carbon emissions and harness clean energyGovernments around the world are incr
30、easing their sustainability efforts by rolling out new legislation to control emissions of CO2.Many countries and continents are now aiming for Net Zero carbon emissions in order to combat climate change.Some car manufacturers see e-fuels as the most practical solution.But this perspective is not sh
31、ared by everyone,particularly as e-fuels are more expensive.Accordingly,many car manufacturers see electric vehicles as the only viable solution.1.Source:IEA20020202120221,2622,0822,2763,2446,67810,522Global BEV&PHEV sales(000s),2017-2022SourceEV-Volumes,202367%75%75%33%25%25%30%29%27%70%
32、71%73%1.3%2.2%2.5%4.2%8.3%13%Plug-in HybridsBattery Electric VehiclesBEV&PHEV market share31.5%27.0%22.8%22.1%16.0%8.8%8.6%7.2%4.7%2.5%NorwayPolandUKJapanItalyHungaryUSASpainBrazilFranceGermanyChina79.0%34.7%BEV&PHEV market share(as a percentage of total vehicle sales in 2022)Source:EV-Volumes,2023C
33、hapter 2HOW IS AUTOMOTIVE EVOLVING?1918What Net Zero initiatives are in motion?At least 36 countries have Net Zero programs in place,with many rolling out legislation that specifically targets vehicles.The UK will ban the sale of cars with internal combustion engines ICE by 2030.The USA also has a t
34、arget for 50%of all new passenger cars and light duty trucks to be zero emissions vehicles by 2030.The European Union is rolling out legislation to phase out carbon emissions from vehicles.New vehicles must emit 55%less CO2 by 2030(compared to 2021 levels)and must emit zero CO2 by 2030.Japan is aimi
35、ng for sales of 100%electric vehicles(including hybrids)for passenger vehicles by 2035 and for light commercial vehicles by 2040.Korea aims for 50%of passenger car sales to be hybrid or plug-in hybrid vehicles and 33%to be electric vehicles by 2030.These initiatives are also a huge source of employm
36、ent growth.Clean energy jobs already exceed those in fossil fuels worldwide,and experts have projected them to grow from around 33 million today to almost 55 million in 20301.3.Breakthroughs in technologyIn recent years,technologists have been designing and developing Connected and Autonomous Vehicl
37、es(CAVs).Governments around the world are now beginning to grant autonomous vehicle licenses,and mobility experts agree that CAVs will change the world.CAVs have the potential to deliver massive value for the Automotive industry and generate billions of dollars in revenue over the next decade.The in
38、tegration of advanced technologies,such as IoT connectivity,autonomous capabilities,and data analytics,will change the concept of cars.Car manufacturers who can make CAV innovations available to the masses will position themselves to win big.As the industry shifts its focus towards these areas,manuf
39、acturers will increasingly need white-collar professionals in areas like autonomous vehicle engineering,data science and cybersecurity.At the same time,manufacturers will likely become less reliant on blue-collar workers who dont have these skills.1.Source:IEA,International Energy Association.Data f
40、rom World Energy Outlook 2022Once,it was strategic to design and manufacture in-house the chassis,mechanical parts&engines.However,nowadays the core is to have an advanced in-house know-how of software development,autonomous driving,electric motors,batteriesµchips technologies,because just like
41、 other consumer digital devices,the UI experience is becoming the new distinctive elements of the brand.General Manager,Nio ItalyNicola MarsalaKeeping ahead in the market requires swift adoption of new technologies,trends,anda software-driven mindset.Emerging technologies like AI and connectivity ar
42、e transforming consumer expectations and the services they demand,making vehicles more efficient and appealing.However,these advances create new technical challenges such as cybersecurity.Managing Director,EnginiumMario Del VecchioRegardless,Automotive manufacturers are now under pressure to make ma
43、jor changes to their vehicles.In the coming decades,the world will likely see the phasing out of ICE vehicles in favour of electric vehicles and those that can use alternative fuels.Chapter 2HOW IS AUTOMOTIVE EVOLVING?“20What kinds of subscriptions are companies offering?Fixed PackageConsumers buy a
44、 fixed package of products or servicesat an advantageous recurring price(e.g.,insurance,roadside assistance,vehicle maintenance).MembershipConsumers subscribe to a paid program with several benefitsor exclusive services(e.g.,discounts,special events,VIP access).Curated BoxConsumers subscribe to a st
45、andardised box where the product mix is decided by the company according to the consumers profile/behaviour.Pay-per-useConsumers subscribe to a service with a usage-based fee that is calculated at the end of the billing period(e.g.,consumerspay for the kilometres they travelled).Replenishment&IoTCon
46、sumers subscribe to a service that automatically grants the replenishment of a certain product/bundle,based on their consumption.4.The shift towards subscription-based mobilityTodays consumers are embracing new business models that offer convenient,flexible ways to access the products they need.Many
47、 businesses are now selling to customers through subscription models,where the user pays solely for access to the product.In an increasingly digital world where fewer people need to drive to work,these subscription models are gaining ground in the Automotive industry.The subscription-based Automotiv
48、e industry-which started at$3.6 billion in 2019-is expected to grow to$12 billion by 2027.Chapter 22322Nowadays,there is a need to invent new recycling solutions to meet the challenge of raw material shortages.We are very committed to providing mechatronic and digitised solutions to meet these needs
49、.The market will likely split into sub-segments,for instance,the textile market and the textile recycling market.Its very likely that the same will happen for semiconductors,raw materials and rare-earth metals.President,Bonfiglioli GroupSonia BonfiglioliChapter 2Battery Recycling:a route to new reve
50、nue?Electric vehicle batteries can still retain 80%of their capacity even when they no longer meet the standards for use in EVs.Because the remaining capacity represents terawatt hours of storage,they can potentially be used in a variety of different electronic applications.Accordingly,EV batteries
51、represent a clear revenue opportunity for remanufacturers.But while businesses have already begun conducting second-life trials with them,a number of technological and regulatory challenges remain ahead.Because of the materials used in them,remanufacturers will require clear guidance on the repackag
52、ing,certification,standardisation,and warranty liability of used EV batteries.The European Union Battery Directive is currently being updated to offer guidance on important issues,like the minimum levels of recycled metals used in batteries.How the circular economy can re-ignite the job market for b
53、lue-collar workersRemanufacturing-the renovation of used or defective parts-is a sub-industry thats also growing.Its market size,which was$60.78 billion in 2022,is expected to reach$124.62 billion by 2030.There are numerous benefits to remanufacturing vehicle parts such as the high-capacity lithium
54、batteries that power electric vehicles.First,manufacturers are ableto boost their profits without additional investment in expensive materials,while gaining new access to Automotive 4.0 business models.In addition,the consumer spends less due to the lower price of recycled goods.At the same time,the
55、 environment benefits because of the reduced requirementto process raw materials and energy creating components,along with a decreasein waste produced.Finally,the job market grows because remanufacturing requires manual labourat every stage.Robotics are simply impractical for many of the processes r
56、equired,like unscrewing a screw or prying open a battery casing.Robotics also cannot deliverthe problem-solving skills needed to disassemble a wide range of products wheneach one requires an individual approach.Naturally,this is fantastic news for blue-collar workers whose jobs are threatened by aut
57、omation.As this new market grows,there will be plenty of new opportunities for workers who wish to re-train and continue their employment in the Automotive industry.HOW IS AUTOMOTIVE EVOLVING?“252424Due to the changing economic,technological,and political landscape,the Automotive industry is under p
58、ressure to evolve quickly.Now is a critical time for Automotive companies to attract and retain employees who can deliver the specialist skills they need.However,Automotive faces a multitude of challenges when it comes to recruitment.As a result,its never been more important for Automotive companies
59、 to consider the reputation of their sector-both for employees inside and outside of the industry.Professionals who seek careers in dynamic,forward-thinking companies may be deterred if the Automotive industry doesnt appear to be innovating enough.Whats more,Automotive companies will have to stack u
60、p against sectors that are known to offer competitive salaries,benefits,and career development opportunities.We have to adapt to the needs of a younger,evolving generation of workers.The most attractive opportunities we can offer involve continued career development.When candidates apply to work for
61、 us,they can be sure that we deliver what I might call“evolving stability”.We provide employees the opportunity to grow within the company and give them access to promotions.Candidates work with the newest technologies and learn the latest production or building methods which is both interesting and
62、 challenging.Becauseof our involvement in regional clusters of production facilities,our employees have accessto future labour mobility with roles at different plants around the world.Plant Manager,Eurostyle SystemsVictor Gonzlez FrancoReputationof the Industry.1.2.4.5.6.7Chapter 3REPUTATION OF THE
63、INDUSTRY.3“2726How attractive is Automotive compared to other industries?As part of our research,we asked both Automotive and non-Automotive workers What do you think is the best sector to work in?Looking at the aggregated scores of both groups,the Automotive industry ranked 12th-a clear indicator t
64、hat it has challenges with its reputation.Its evident that the Automotive industry has plenty of room for improvement compared to other industries.But does everyone within the industry feel the same way?To explore this question,we divide the data by gender as well as age group.The industry was sligh
65、tly more attractive to men,who ranked the industry at number nine,compared to 12 for women.The data also showed that younger workers-i.e.Gen Z and Millennials-found the sector slightly more attractive than Gen X and Baby Boomers did.But the most useful insight here is that Gen Z and Millennials both
66、 found IT the most attractive sector.By positioning themselves as highly innovative and tech-focused,Automotive companies can make themselves attractive to younger workers who are in interested in IT.The sectors high demand for specialised roles and increasing focus on innovation could interest cand
67、idates looking for alternative career paths in tech.The question is not whether the automotive sector is attractive or not,but whether the company itself can be the best choice for a young graduate.Organisations must try to be innovative,projected towards the future and offer new forms of recruitmen
68、t and work experience.Chief Executive Officer,Jaguar Land Rover ItaliaMarco Santucci In order to attract the best talent,companies need to understand whats currently drawing workers to the sector.To explore the issue,we asked experts and workers What factors do you think influence the decision to ap
69、ply for a role or company inthe Automotive industry?The most popular reason(at 35%)was the reputation of the brand/company.Automotive companies have the unique advantage of being well-known publicly,so having a well-recognised brand on their CV can be a major advantage for professionals.What are the
70、 top motivational drivers for Automotive talent?15.9%15.8%15.5%15.1%14.9%13.4%10.9%8.9%10.2%6.1%10.1%5.2%10.0%4.8%IT/technologyFinancial and insurance activitiesMarketing and communicationsPublic administration and defenceTravel and tourismManufacturingConstructionWholesale and retailAccommodation a
71、nd cateringLogistics,transport and warehousingMining(oil,gas,etc.)Automotive industryAgriculture,livestock and fisheriesHealth and social careProfessional scientific and technical activitiesEducation21.5%18.1%What do you think is the best sector to work in?SourceGi Group Holding,Automotive Internati
72、onal Survey 202357%of Automotive employees consider their industry to be the most desirable field to work inReputation of the Automotive sector across countries by generationAutomotive1012119ITTourism and travel1Gen ZMillennialsGen XBaby boomers111SourceGi Group Holding,Automotive International Surv
73、ey 2023Chapter 3REPUTATION OF THE INDUSTRY“2928However,the two lowest items on the list were work-life balance and flexible planning options(20.5%)and opportunities for professional development and training(26.1%).While its positive that these answers were chosen at all,its clear that the Automotive
74、 industry isnt perceived desirable in areas that a lot of workers value.For workers already in the industry,passion for cars and vehicles is the number one factor that makes the industry attractive.Automotive workers also rate the opportunities for growth and career advancement highly,along with the
75、 possibility of working with advanced Automotive technologies.For non-automotive workers,the possibility of working for prestigious companiesis the number one factor making the industry attractive.Clearly,general workers find the prospect of working for big household brands exciting.Both Automotive
76、and general workers rank possibility of short and long-term international transfers the lowest.Why do people find theAutomotive industry attractive?So how does this compare with workers viewing the industry from the outside in?31.7%31.0%30.5%30.2%30.1%26.1%20.5%3.9%The reputation and image of the br
77、and/companyPositive work culture and favourable working environmentThe companys commitment to innovation in Automotive technologyAlignment of the companys values and mission with personal valuesOpportunities for professional development and trainingWork-life balance and flexible planning optionsI do
78、nt knowOpportunities for growth and professional advancementwithin the companyChallenging and satisfactory job responsibilitiesCompetitive salary and benefit package35.2%32.3%What factors do you think influence the decision to apply for a role or a companyin the Automotive sector?SourceGi Group Hold
79、ing,Automotive International Survey 2023Passion for cars and vehiclesPassion for carsand vehiclesAutomotiveworkersGeneral workersCompetitive salaries and benefitsCompetitive salariesand benefitsDynamic work environmentDynamic work environmentOpportunities for growth and career advancementOpportuniti
80、es forgrowth and career advancementContribute to the development of sustainable and ecological Automotive solutionsContribute to the development of sustainable and ecologicalAutomotive solutionsPractical involvement in vehicle design and engineeringPractical involvementin vehicle designand engineeri
81、ngPossibility of short and long-term international transfersPossibility of shortand long-term international transfersContinuous trainingContinuous trainingPossibility of working with advanced Automotive technologiesPossibility of workingwith advancedAutomotive technologiesPossibility of working for
82、prestigious companiesPossibility of workingfor prestigiouscompaniesWhy do you find the Automotive sector attractive?Why do people find the Automotive industry attractive?SourceGi Group Holding,Automotive International Survey 2023SourceGi Group Holding,Automotive International Survey 202368.9%68.4%68
83、.2%68.8%66.6%63.2%66.3%60.3%65.3%66.6%62.0%62.7%55.0%60.1%51.7%55.8%70.3%66.8%69.2%64.8%7689974101070.3%66.3%69.2%65.3%68.9%62.0%68.2%55.0%66.6%51.7%Chapter 3REPUTATION OF THE INDUSTRY3031For Automotive workers,the high level of competition and pressure is the worst aspect of the industry
84、.This is followed by limited opportunities for professional growth in second place,and salary levels in third.How do different age groups compare?A closer look at the data revealed that these concerns vary between older and younger age groups:Baby boomers are at a stage of life where their physical
85、capabilities are declining.Understandably,they are more concerned about strenuous work and conditions and the lack of work-life balance.Millennials and Gen Z are newer to the workforce and are seeking to establish themselves in a highly competitive sector.They are more concerned about high levels of
86、 pressure,lower compensation,and limited opportunities for growth.What do Automotive workers find unattractive about their industry?Why do people find the Automotive sector unattractive or worse than others?SourceGi Group Holding,Automotive International Survey 2023Chapter 3Generations apartWhy do y
87、ou find the Automotive sector unattractive?(by generation)High level of competitionand pressureWorkers earn littleLimited work-life balanceLack of diversity and inclusion in the workplaceLimited opportunities for professional growthStrenuous working conditionsIt is an unsustainable sectorPotential j
88、ob insecurity and redundanciesToo traditional and with little innovationGen ZMillennialsGen XBaby boomersAverage4253444483649394343347364292638363643294428358Source:Gi Group Holding,Automotive International Survey 2023REPUTATION OF THE INDUSTRYHigh level o
89、f competition and pressureIt is an unsustainable sectorLimited work-lifebalanceLimited opportunitiesfor professional growthLack of diversity and inclusion in the workplaceToo traditional andwith little innovationPotential job insecurity and redundanciesWorkers earnlittleStrenuous working conditions4
90、6.6%39.4%44.2%36.1%43.3%35.4%41.3%33.8%41.2%32Even workers from outside the industry recognise the competition and pressurein the industry,with this factor also reaching number 1.General workers were less concerned about salary levels and limited opportunities for personal growth but were more conce
91、rned about strenuous working conditions and potential job insecurity and redundancies.Its clear that the sector as a whole suffers from an image problem.Workers see automotive as a stressful and insecure career path,and this will be a challenge for companies who wish to recruit from other sectors.Wh
92、ile workers dont rate the sector as highly attractive,they are generally satisfied with their jobs.In total,80.8%of workers are either satisfied or very satisfied with their jobs.These satisfaction levels match up closely with the satisfaction levels of workers who arent in the Automotive industry.O
93、verall,Automotive workers appear to be no more or less satisfied with their jobs than workers in other industries.Millennials(82.4%)and Gen Z(86.6%)were generally more satisfied with their jobs,compared to Gen X(72.6%)and baby boomers(72.7%).How does this compare withviews from outside the industry?
94、How satisfied are Automotiveworkers with their jobs?High level of competition and pressureIt is an unsustainable sectorLimited work-life balanceLimited opportunities for professional growthToo traditional and with little innovationPotential job insecurity and redundanciesStrenuous working conditions
95、AutomotiveworkersLack of diversity and inclusion in the workplaceWorkers earn littleWhy do you find the Automotive sector unattractive or worse than others?SourceGi Group Holding,Automotive International Survey 202343.3%41.3%41.2%39.4%36.1%35.4%33.8%46.6%44.2%123458697General workers34.0%37.8%36.3%3
96、7.7%34.6%34.4%28.9%45.7%36.1%158247396Chapter 3SourceGi Group Holding,Automotive International Survey 2023How satisfied are you with the company in which you work?0.6%23.7%1.3%23.5%9.6%11.9%8.3%6.0%VerysatisfiedSatisfiedI dont knowUnsatisfiedVeryunsatisfied57.3%57.8%AutomotiveworkersGeneralworkersRE
97、PUTATION OF THE INDUSTRY333534Chapter 4Impact of New Technologies34Today,the very concept of the car is changing.While older generations saw large,powerful vehicles as a status symbol,todays younger generations see them as dangerous for the climate and impractical for modern life.Accordingly,Automot
98、ive companies are now moving away from traditional gas and fuel-powered vehicles and placing increased focus on electric vehicles.This changeis not only due to changing consumer desires,but by governments Net Zero pledges,which are introducing legislature that restricts gas-powered vehicles.This mov
99、e towards electric vehicles will have a profound impact upon the workforce.Electric vehicles have fewer components,which means a reduced need for traditional manual workers who would typically assemble them.Whats more,modern consumers expect the products they use to synchronise with other technology
100、 ecosystems-and cars are no exception.Automotive companiesare therefore recruiting technical workers with expertise in software engineering,data science,connected technologies and more.However,the shift in workforce requirements is not only about the vehicles themselves,but the processes and equipme
101、nt used to manufacture them.Companies are also taking advantage of new technologies that can streamline and automate their manufacturing processes.So which workers will be most affected by these changes-and how are Automotive companies adapting?This chapter will explore the latest findings from our
102、primary and secondary research.IMPACT OF NEW TECHNOLOGIES.1.2.3.4.5.6.73736We asked Automotive decision-makers to explain which sections of their workforce were being most heavily impacted by new technologies in the workplace.Manual workers came first in the results(57.3%),with engineers and designe
103、rsin close second place(54.6%).Automotive workers in Hungary reported the heaviest impact on their workforce due to technology.Some 85%of experts there said that manual workers tasks are changing,and 82%said that engineers and designers tasks are changing.At the other end of the spectrum,workers in
104、Japan reported the lowest overall impact of all the countries mentioned.While Japanese Automotive companies are known for innovation,these numbers may reflect that their working culture is highly people centric.In France,Germany,and Japan,engineers and designers were more greatly impacted by technol
105、ogy than manual workers.Which types of job arechanging due to technology?How does the impact of new technologies vary across countries?Chapter 4How is technology shaping the workforce?We asked experts in our study How much do you agree withthe following statements about the impact of new technologie
106、s on the Automotive workforce?Experts overwhelmingly agreed with the statement that new technologies have increased the need for employees witha combination of technical and non-technical skills.Source:Gi Group Holding,Automotive International Survey 2023New technologies have increased the need for
107、employees with a combinationof technical and non-technical skills4.0%8.1%2.4%46.3%39.3%VeryFairlyDont knowA littleNot at all34.9%30.5%4.3%Manual workersOtherEngineers/DesignersOffice workersSales persons57.3%54.6%What categories of workers have been most impacted by the introduction of new technolog
108、ies?SourceGi Group Holding,Automotive International Survey 2023The impact of automation on workers:differences across countriesSourceGi Group Holding,Automotive International Survey 2023ManualworkersEngineers/designersOfficeworkersSalespersonsAverageItalyBrazilUKFranceSpainJapanHungaryGermanyPolandU
109、SAChina5762654832543985666486465235464836228247IMPACT OF NEW TECHNOLOGIES38Many older workers,particularly those in blue-collar roles,struggle in the later stages of their careers due to their reduced physical capabilities.However,its beneficial
110、 for Automotive companies to retain them due to the valuable experience and skills they have built up.Whats more,society benefits when older can workers stay in work,particularly when the alternative would be drastic re-skilling or unemployment.Recent advances in technology now facilitate older work
111、ers in continuing or starting roles that would otherwise be inaccessible to them.In particular,robotics and exoskeletons are improving their capabilities to carry out physically demanding tasks.Lifting and material handling device:equipment that assists or helps the operator in moving and picking ob
112、jects and parts and/or during the assembly tasks.Exoskeleton:technical device worn by the operator,which allows a direct exchange of mechanical power and information signals.Intelligent/Smart tool:advanced active tool that is able to communicate and adapt itself to the environment of use.Collaborati
113、ve Robot:robot that can physically interact with operators during assembly and manufacturing activities.How new technology helpsolder workers go the distanceSo much of the human-machine work divide is about attitude.Some employees may tryto push back against the new,machine-driven era,but quite a fe
114、w have mentioned that they see lots of opportunities in the human-machine collaborative space.We actually have people reaching out to us asking for trainings in machine maintenance and operations and lookingto learn machine-support skills.This is a positive sign that employees are willing to adapt.P
115、lant Manager,Eurostyle SystemsVictor Gonzlez FrancoThe candidate search pattern is very different between China and Europe.In Asia,the focus is not on the candidates knowledge of the sector,but their technical skills and background of international experiences.In Europe,we are anchored to the passio
116、n for the Automotive industry as a criterion of choice.Asia has a more pragmatic approach aimed at efficiency.General Manager,Nio Italy Nicola Marsala Chapter 439IMPACT OF NEW TECHNOLOGIES“4140The trends in blue-collar jobs are similar across all the countries in our study,with Maintenance Technicia
117、ns and Mechanical Technicians being most in demand.However,there are some notable exceptions:USA,Poland,Spain and China all listed CNC Machine Operators in their top roles;Poland also expects Car Transport Drivers to be highly in demand;UK respondents said Material Managers would be the most in dema
118、nd.How does the demand for blue-collar jobs vary across countries?Many sectors now expect technology to have the biggest impact of blue-collar workers,whose jobs are traditionally less technical and more physical.So how can blue-collar workers re-skill accordinglyand which roles will employers need
119、to fill?To explore how blue-collar jobs will change,we asked professionals which jobs would be most in demand in the next five years.Across the board,our respondents said that Mechanical Technicians(42.7%)and Maintenance Technicians(41.2%)would be the most in demand.How is the job landscapechanging
120、for blue-collar workers?31.5%19.8%31.4%19.3%29.4%12.7%Mechanical TechnicianMaterial ManagerCNC Machine OperatorForklift OperatorMaintenance TechnicianCar Transport DriverAutomotive Assembly Line WorkerPainting and Finishing WorkerQuality Control InspectorWelder42.7%21.8%41.2%20.9%For which of the fo
121、llowing blue-collar roles in Automotive sector will there be greater demand in the next 5 years?SourceGi Group Holding,Automotive International Survey 2023Automotive AssemblyLine WorkerCNC MachineOperatorQuality Control InspectorBrazilChinaFranceGermanyHungaryItalyJapanPolandSpainUKUSAHow does the d
122、emand for blue-collar jobs vary across countries?SourceGi Group Holding,Automotive International Survey 2023MechanicalTechnicianCar TransportDriverMaintenanceTechnicianMaterialManager37423729336248573744952533443948423333222231111223Chapter 4IMP
123、ACT OF NEW TECHNOLOGIES4342The white-collar workforce is also evolving due to the increasing need for specialists who can help adopt to changing demands for innovative technologies and business models.Whats more,Automotive companies are seeing the need to modernise in order to attract customers and
124、talentand this will have a knock-on effect upon white collar roles.To explore these changes,we asked our respondents which white-collar jobs would have the greatest demand in the coming years.Automotive Engineers,IT Specialists and Data Specialists were the most common answers;While they ranked lowe
125、r,there is also greater demand for non-technical roles like Customer Service Relationship Managers,Financial Analysts and Sales and Marketing Managers.Looking at the difference between countries,there is slightly more variation in the demand for white-collar roles.This may reflect the availability o
126、f specialists in those countries,along with the changing demands from customers,governments,and supply chain.How is the job landscape changing for white-collar workers?How does the demand for white-collar jobs vary across countries?France,Germany,and Hungary all ranked Research and Development Manag
127、ers in their top roles;Germany was the only country to have HR Managers in its top three in demand roles;The UK is an interesting outlier again,with its most in demand roles being Quality Control Managers and Sales and Marketing Managers.28.7%20.6%27.1%19.9%26.1%19.5%16.7%Automotive EngineerCustomer
128、 Relationship Service managerAutomotive DesignerSupply Chain and Logistics ManagerHuman Resources ManagerIT Specialist for the Automotive IndustryQuality Control ManagerData Analysts for the Automotive IndustryFinancial Analyst for the Automotive IndustryResearch and Development ManagerSales and Mar
129、keting Manager36.0%21.1%35.1%21.0%For which of the following white-collar roles in Automotive sector will there be greater demand in the next 5 years?SourceGi Group Holding,Automotive International Survey 2023BrazilChinaFranceGermanyHungaryItalyJapanPolandSpainUKUSAWhite-collar roles demand:differen
130、ces across countriesSourceGi Group Holding,Automotive International Survey 2023Data AnalystFinancial AnalystCustomer Relationship Service ManagerSales and Marketing ManagerResearch and DevelopmentManagerHR ManagerIT SpecialistAutomotiveDesignerQuality ControlManagerAutomotiveEngineer4335333047383647
131、3243332928303439335363522323312233231Chapter 4IMPACT OF NEW TECHNOLOGIES4544Chapter 5Workforceof the Future 44The Automotive industry is already seeing a fundamental shift in its skill requirements,which will only accelerate in the coming years.
132、Demand for electric vehicles is increasing rapidly,and automakers are already competing for electric vehicle engineers,battery specialists,and experts in charging infrastructure.At the same time,automakers have a growing requirement for software specialists who can help to create the cars of the fut
133、ure.Autonomous driving is already becoming a reality,as are advanced driving assistance innovations.But to integrate these technologies in their products,automakers will need to recruit software developers and computer engineers who have expertise in these fields.However,there is already a global sh
134、ortage of software engineers,with experts predicting that this shortage will reach 1.2 million by 20261.So,is the Automotive industry adapting quickly enough to the current landscape?Perhaps not:a 2020 survey of Automotive supply firms after the Covid-19 pandemic found that just 30%felt confident th
135、at they had the capabilities to respond to current trends2.Whats more,just 9%of companies were prioritising recruiting for software architect,developer,and system integrator roles,despite the growing importance of these positions.So which skills are most lacking,and how are companies attempting to b
136、ridge the skills gap?We talked to the experts and workers in our study to find out.1.Source:Bureau of Labor Statistics,20232.Source:“Winning the race for talent:A road map for the automotive industry”,McKinsey,2020WORKFORCE OF THE FUTURE.1.2.3.4.6.7.54746A spotlight on the Automotive manufacturing i
137、ndustry As Automotive manufacturing industry evolves to offer new products and business models,businesses need workers with specialist skillsets.Yet 31%of businesses1 in the industry report that growing labour costs and skills shortages are a significant challengefor them.When asked what their skill
138、s struggles are,56%of companies said they have specific skills shortages,while 48%said they require new skill sets.Whats more,33%of companies face competition from other industries when hiring staff.While this is good news for employees with the right skills,it means employers must work harder to ma
139、ke themselves attractive to suitably skilled professionals.1.Source:AMS&ABB Automotive Manufacturing Outlook Survey,AMS&ABB,2022 More than a general candidate shortage,what we observe is a shortage of quality candidates.These are candidates who are already experienced in connectivity and software bu
140、t have been working in other consumer-focused industries and are willing to moveto the Automotive field.It is difficult to find candidates who are curious and interested,above all,in the automotive sector.Looking at things differently,challenging the status quo,and adopting a more curious perspectiv
141、e can help to address the issue of skills shortage.In Mazda,when recruiting,there is a willingness to strike a balance in terms of available skills by bringing in outsiders of the industry to shake things up,provide a different point of view,and stimulate internal innovation as well as industry grow
142、th.Global Head of e-mobility and Connectivity,Maserati Ana Paola Reginatto Customer Experience HUB&Loyalty Manager,MazdaPatrick Klaus Beyer Smart working,and the possibility of hiring remotely engineers from around the world,paves the way for acquisition of new skills beyond national borders.This ca
143、n help satisfy the demand for otherwise vacant job positions,effectively reducing the phenomenon of candidate shortage.Chief Executive Officer,Jaguar Land Rover ItaliaMarco Santucci We asked our professionals what skills will be the most important for blue-collar positions in the next five years.Res
144、pondents marked their top three skills from a listof multiple-choice questions,compiled after preliminary research.The results show that while mechanical skills will still be coveted in future,technical skills are becoming increasingly important for blue-collar jobs.Electrical and electronic experti
145、se(47.2%)and Technological proficiency(46.3%)topped the list,and Data analysis and interpretation(35.4%)in fifth place.Skills challengesWhich skills are needed forblue-collar positions?Chapter 538.0%15.0%35.0%4.0%33.0%1.0%Specific skills shortagesUncompetitive pay&conditionsCompetition from other in
146、dustriesNone of the aboveNew skill sets are requiredThe economic climateGeneral labour shortagesUnappealing manufacturing plant locationsLack of education,training and qualificationsOther56.0%29.0%48.0%23.0%Skills challenges for Automotive manufacturing companiesSource“AMS&ABB Automotive Manufacturi
147、ng Outlook Survey”,AMS&ABB,202240.3%7.9%36.3%35.4%Electrical and electronic expertiseQuality control and assuranceData analysis and interpretationTechnological proficiencySafety and complianceUnderstanding of mechanicsLanguage skillsDigital literacy47.2%30.4%46.3%23.3%Which blue-collar skills will b
148、e most in demand in the next 5 years?SourceGi Group Holding,Automotive International Survey 2023WORKFORCE OF THE FUTURE“4948Electrical and electronic expertiseKnowledge of electrical systems,wiring,and electronic components used in modern vehicles,including electric and hybrid vehicles.Data analysis
149、and interpretationAbility to collect,interpret,and analyse data from vehicle sensors,diagnostic tools,and performance metrics to identify and resolve issues.Digital literacyAbility to navigate and utilise relevant digital tools and software in the Automotive industry,including diagnostic equipment,d
150、ata analytics tools,and production automation systems.Understandingof mechanicsStrong foundation in traditional mechanical skillssuch as engine repair,maintenance,troubleshooting,as well as knowledge of advanced mechanical systemsin newer vehicles.Quality controland assuranceKnowledge of quality sta
151、ndards and procedures to ensure the production of high-quality vehicles and components.Safety and complianceAwareness of workplace health and safety protocols and environmental regulations.The operator in the factory must have not only manufacturing skills,but also digital skills to manage machinery
152、,and to analyse and read the data coming from the production systems.Vice President Global Automotive&eMobility Industry-Manufacturing Intelligence division,HexagonIgnazio Dentici When looking at the in demand skills from countries,the results are fairly consistent.Seven out of the 11 countries we r
153、esearched ranked understanding of mechanicsin their top three blue-collar skills.However,only the UK,Hungary,China,and Brazil ranked digital literacy in their top three skills.And only Italy,Germany,Spain,and China ranked data analysis and interpretation in their top three skills.How does the demand
154、 for blue-collar skills change across countries?The older population is more resistant to the changes imposed by new technologies because it involves altering a context that is familiar to them and that they have been accustomed to for several years.It is crucial to involve this population from the
155、early stages of change,helping them understand the importance of acquiring new skills and how their role and impact on the entire organisation will transform.The Automotive industry offers various opportunities for the older population to engage in a new context enabled by digital technologies.HR In
156、novation Practices Observatory Director,Politecnico di MilanoMartina MauriChapter 5What do these skill categories involve?These blue-collar skill categories are applicable to a wide range of manufacturing,engineering,testing and operational roles.Understandingof mechanicsBrazilChinaFranceGermanyHung
157、aryItalyJapanPolandSpainUKUSABlue-collar skills demand:differences across countriesSourceGi Group Holding,Automotive International Survey 2023Digital literacyTechnologicalproficiencyData analysisand interpretationQuality controland assuranceElectricaland electronic expertise2524534454950605054454537
158、55664655556403757443746464248454040222323333332Chapter 5WORKFORCE OF THE FUTURE“51To explore this topic,we asked respondents to rank the skills they expected to be most in demand in the next five years.Not surprisingly,the most in demand skills represent the current
159、trends for vehicle design and engineering:electric vehicle technology,AI and machine learning skills,and sustainable technologies take the top three spots.In the shifting landscape of the Tech roles market,the trend clearly remains in the favour of job seekers.Conventional application approaches,whi
160、ch typically involve CV submission and attending standard interviews,still dominate the hiring process,posing challenges for those from non-IT backgrounds.Moreover,as more individuals from sectors like finance and sales transition to IT through additional training,securing roles can still prove diff
161、icult.Within the IT sector,distinct divisions such as development,infrastructure,and data demand unique hiring strategies.As we navigate these nuances,companies should remain innovative and open,welcoming talent from diverse fields and areas around the globe to effectively fulfil their IT requiremen
162、ts.Manager Division IT&Digital,GraftonNicolas Chavelas France and the USA were the only countries to list Data security and privacy in their top three;Despite the upcoming regulations that will ban C02 emissions from cars in the EU,neither France nor Germany had Electric Vehicle technology in their
163、top results;The UK was the only country to feature Predictive analytics and Forecasting,as well as Data analysis and Big data management,in its top three.Which skills are most in demandfor white-collar positions?How do in demand white-collarskills differ across countries?31.5%22.7%29.7%20.3%28.5%19.
164、2%Electric vehicle technologyCybersecurity and data privacy Advanced manufacturing and robotics Supply chain optimisationArtificial intelligence and machine learningData analysis and Big Data managementEnvironmental sustainability and eco-sustainable technologiesDigital marketing and e-commerceAuton
165、omous vehicle technologyPredictive analysis and forecasting35.1%27.2%33.6%25.8%Which white-collar skills will be most in demand in the next 5 years?SourceGi Group Holding,Automotive International Survey 2023BrazilChinaFranceGermanyHungaryItalyJapanPolandSpainUKUSAWhite-collar skills demand:differenc
166、es across countriesSourceGi Group Holding,Automotive International Survey 2023Data analysis and Big Data managementPredictive analysisand forecastingEco-sustainable technologiesArtificial intelligenceand machine learningAdvanced manufacturingand roboticsCybersecurity and data privacyAutonomousvehicl
167、e technology5336354442373836404440353335264036323733363643338442837Electric vehicle technology23121121321Chapter 5WORKFORCE OF THE FUTURE“505352How the Automotive manufacturing industry is adaptingIts clear that the sector has significant challenges when it comes to
168、sourcing staff with key skills.So how are businesses within the industry adapting to these new challenges?According to 2022 data on the Automotive manufacturing industry,58%of businesses are running training,upskilling and education programs,while 20%are specifically holding in-house training.Just 8
169、%of companies are attempting to attract skilled employees by offering them greater pay.This indicates that companies are not willing to compete with salariesor are instead prioritising investing in their existing employees.CompaniesCompanies are rolling out a broad range of training initiatives to r
170、eskill and upskill their workforces.In particular,training on digital skills(39.1%)and workshops and vocational training courses(36.6%)were the most common amongst our respondents answers.However,these training initiatives appear focused on general skills-its not clear whether theyre intended to dev
171、elop the specialisms required in artificial intelligence,autonomous driving,or other key areas of innovation.In such a fast-moving,unpredictable environment,enterprises-regardless of their position along the automotive value chain-need to have confidence in their own workforces talents,and to be cap
172、able of acquiring or developing the skills required to remain competitive.”“Several key roles will be indispensable for the future automotive supply chain.First,individuals who know the job and are capable of training AI in performing important tasks.Second,digital marketing experts who can help us
173、use the increasing amounts of data.Third,customer experience specialists who can understand market needs and buildservices around customers.”Director at Osservatorio IoT and Connected Cars,Politecnico di MilanoGiulio SalvadoriChief Executive Officer,Jaguar Land Rover ItaliaMarco Santucci Labour and
174、Skills challengesUpskilling and reskilling12%10%8%General training/upskilling and educationSalary increase/competitive ratesIn-house training(specifically)Close collaboration with academiaAdded benefits beyond pay58%20%Labour and Skills challenges:how the industry is adaptingSource“AMS&ABB Automotiv
175、e Manufacturing Outlook Survey”,AMS&ABB,202233.4%26.5%29.6%25.4%0.4%29.3%24.9%5.8%Training on digital skillsFinancial assistance to pursue further studies or certificationsOpportunities for job shadowingRetraining and reemployment paths for workers at risk of unemploymentI dont knowWorkshops and voc
176、ational training coursesInternal job rotation or cross-functional tasksMentoring programmes for professional growth and guidancePerformance feedback and coaching to improve skillsLeadership development programmesKnowledge-sharing platforms or internal wikisOther39.1%28.7%36.6%27.3%Which of the follo
177、wing initiatives is your company implementing to ensure the continuous training of its employees?SourceGi Group Holding,Automotive International Survey 2023Chapter 5WORKFORCE OF THE FUTURE“54Finding candidates who have the necessary skills and are ready for the job is challenging across industries.M
178、azda has recognised the importance of internal retraining to address this issue.We promote knowledge and best practice sharing within the teams and across departments.This helps us gain a comprehensive understanding of the challenges in digital and connectivity areas,which can become problematic if
179、not addressed.Comau believes in peoples fundamental role in the Fourth Industrial Revolution,as reflected in our reskilling and upskilling efforts involving over 1,000 employees.Our E-Skill program enhances skills in electrification and e-Mobility,reinforced by collaborations with businesses and aca
180、demia to exchange knowledge,support research,and harness young talent.Given the rise in investments in electric mobility and decarbonization in Europe,we see growing demand for experts with diverse expertise from electrochemistry to industrial digitisation.Customer Experience HUB&Loyalty Manager,Maz
181、da Patrick Klaus Beyer Comau Academy&Education Business Director Ezio FregnanChapter 5Chapter 5“5756Chapter 656International migrants could be the answer to the skill and labour challenges that Automotive companies are facing.Some of the countries that are struggling mostwith labour and skills chall
182、enges,such as the USA,are already popular destinations for migrants.So could Automotive companies in these countries recruit workersfrom untapped talent pools abroad?When considering the possibilities,we must start by understanding why and how migrants move to other countries.According to the Intern
183、ational Migration Data report,UN,2020,differences in income,wages and opportunities for socioeconomic advancement are some of the main drivers of international migration.Whats more,most migrants move to a place with higher income,suggesting that countries like the USA,UK,and France will have signifi
184、cant advantages.However,trends also show that migrants from poorer countries tend to migrate to nearby countries.This is likely to be due to the costs of moving to a different continent where the cost of living is significantly higher-but may also be dueto concerns around languages,culture,and famil
185、y ties.Automotive companies will need to keep these factors in mind when creating international recruitment programs that are attractive to migrant workers.Besides the workers salary,the hiring company may also need to offer relocation transport,temporary accommodation,language training,cultural int
186、egration programs,and healthcare-in some cases,for the migrants entire family.Companies will also need to consider the many financial and legal complexitiesof bringing in workers from abroad.Most countries offer preferential treatmentto skilled workers,reducing the requirements for entry and residen
187、cy.But despitethis,immigration can still be a lengthy and expensive process.To explore this topic further,we conducted primary and secondary research intothe current trends around hiring migrant workers.According to UN data,Europe is currently the most popular destination for international migrants,
188、receiving 30.9%of the global migrant population.Asia is in close second place,receiving 30.5%of migrants,while North America receives 20.9%.What are the most attractivedestinations for internationalmigrants?ACCELERATING INTERNATIONAL RECRUITMENTAccelerating International Recruitment.1.2.3.4.5.7.6595
189、8While salary is not the only consideration for migrants moving abroad for work,its often a major factor in their decisions.For migrants going after the highest salaries,the UK and USA present the best opportunities for Automotive workers.Conversely,Poland and Hungary are the least competitive Europ
190、ean countries,offering similar salaries to Brazil.Notably,while Japan has a considerably lower high wage than countries like Germany and France,its average salary is similar to those countries.What are the common challenges for employers?Attracting international workers may be a potential strategy f
191、or Automotive companies looking to fill a skills gap.However,migration is typically a complex process,and companies may need to allocate extra resources towards making it a viable solution.To explore the challenges at play,we asked our respondents what makes it difficultto hire workers from abroad.T
192、he greatest concern was language barriers and communication difficulties,with 42.4%of respondents stating they have this challenge.However,many of the other challenges revolve around the administrative costs and complexities of hiring migrant workers:Which countries offer the best wages to Automotiv
193、e workers?International recruitingChapter 6International migrants,by major region of residence,2005-202(millions)SourceUN.DESA,2026080100OceaniaAfricaEuropeNorth AmericaLatina Americaand the CaribbeanAsiaAutomotive Average Salaries 2023(EUR)SourceSalaries ExplorerItalyBrazilUKF
194、ranceSpainJapanHungaryGermanyPolandUSAChina02,0004,0006,00010,0008,00014,00012,000HighAverageLowACCELERATING INTERNATIONAL RECRUITMENT6160What are the differences between countries?The majority of countries cite language issues in their top challenges.This includes countries like the UK and Spain,al
195、ong with countries whose languages are less widely spoken:Italy,Brazil,Japan,Poland and Hungary.Most countries had similar responses,with some interesting exceptions:Japan,China,and Hungary all listed assessment of foreign qualifications in their top three challenges;UK,USA,Spain and Italy put compl
196、exities of immigration law in their top three concerns;The USA was the sole country to have balancing the need for international talent with the needs of the local workforce as a top challenge.“International mobility and Diversity are related topics for Bosch.We have a large database of open positio
197、ns worldwide,and every candidate or associates can apply to work in destinations other than their home country.We believe that employees in high-level positions must have at least one period of international experience,because our managers must be able to manage diversified teams by understanding di
198、fferent cultures and realities.”HR Manager,Robert Bosch GmbH Branch in ItalyCamilla Negri Complexity of immigration laws(34.8%);Administrative burdens and bureaucratic practices(32.6%);Ensuring compliance with tax and social security obligations(29%).The implication here is that while recruiting mig
199、rant workers is a potential solution,it will require dedicated resources.Automotive companies will require internal or external assistance to navigate the legal,financial,and administrative challenges of recruiting suitable workers.Whats more,they may need to invest in language programs for both exi
200、sting and incoming staff.34.5%29.0%32.6%32.2%Language barriers and communication difficultiesBalancing the need for international talent with the developmentof the local workforceCultural differences that influence integration and group dynamicsComplexity of immigration laws and work visa issuance p
201、rocessesAssessment of foreign qualifications and their relevance with respectto local requirementsProvide adequate support and resources for transfer and settlementin a new countryEnsure compliance with tax and social security obligationsfor foreign employeesWeight of administrative burdens and bure
202、aucratic practicesfor international hiring42.4%30.8%34.8%29.7%What elements make it difficult to hire workers from abroad in the automotive sector?SourceGi Group Holding,Automotive International Survey 2023Ensure compliance with tax and social security obligationsBrazilChinaFranceGermanyHungaryItaly
203、JapanPolandSpainUKUSAInternational mobility:differences across countriesSourceGi Group Holding,Automotive International Survey 2023Assessment of foreign qualifications and their relevance with respectto local requirements Weight of administrative burdens and bureaucratic practicesBalancing the need
204、for international talent withthe development of the local workforceLanguage barriers and communication difficultiesCultural differences that influence integration and group dynamicsComplexity of immigration laws and work visa issuance processesProvide adequate support and resources for transfer and
205、settlement in a new country453943394650463950544402839433322332333Chapter 6ACCELERATING INTERNATIONAL RECRUITMENT“6362Chapter 7Equality inAutomotive62The Automotive industry has traditionally been male-dominated,and this is a trend th
206、at continues even today.According to Deloitte,just 20%1 of the UK Automotive workforce is comprised of women.The European Commission has also reported similar numbers,measuring women at 20%of the workforce in 20212.However,the Automotive industry is waking up to the advantages women can bring-not ju
207、st in skills,but also in consumer perspectives.Data suggests that in the womenbuy 54%of all cars and are more likely to buy cars online than men.Bringing more women into the workforce could help vehicle manufacturers better cater to the needs and preferences of this important consumer segment.Whats
208、more,new technologies and working practices can empower greater numbersof women to join the Automotive workforce.Offering remote and hybrid working means that women in administrative,sales and marketing positions can get the flexibility they need to balance work and home life.Even women in hands-on
209、manufacturing roles can now access more flexible working arrangements,thanks to augmented reality and robotics innovations that let them operate machinery remotely.Like much of the private sector,Automotive companies are now taking steps to attract and retain women.To explore exactly what this looks
210、 like in 2023,we conducted primary and secondary research on equality in the Automotive industry.1.Source:Deloitte,2020 Women in Automotive Industry Study2.Source:Europarl,Women and Transport EQUALITY IN AUTOMOTIVE.1.2.3.4.5.6.76564Its well-known that Automotive is a male-dominated industry-but why
211、is that?We researched the topic by asking our respondents what factors might discourage women from working in automotive.The responses seem to indicate that the problem is largely with how the sector is perceived.The most common answer was the poor visibility of female leaders in the Automotive indu
212、stry(38.4%of respondents agreed with this statement).Respondents also agreed that poor perception of gender representation within companies(31.5%)and lack of awareness and recruitment campaigns aimed at women(27.1%)were important factors.However,it seems that there are practical disadvantages affect
213、ing womens choices too,such as work-life balance(35.1%)and career advancement inequality(34.4%).The conclusion,perhaps,is that outside perceptions of the sector are justified.35.1%34.4%32.0%31.5%28.9%27.1%Poor visibility of female leaders in the Automotive industryReduced access for women to educati
214、on and training programmes dedicated to the Automotive industryPhysical characteristics of safety problems associated with some operational roles in the Automotive industryStereotypes that discourage women from pursuing careers in traditionally male sectorsLack of awareness and recruitment campaigns
215、 aimed at womenPerception of poor gender representation within companiesDifficulties related to work-life balance,such as inflexibleworking arrangementsWage gap and inequality in opportunities for careeradvancement for women38,4%38.1%What factors could discourage female employment in the Automotive
216、industry?SourceGi Group Holding,Automotive International Survey 2023According to WEF data,more than two thirds of organisations have implemented diversity,equity and inclusion programs in the workplace.However,the Automotive industry is one of the sectors that has invested the least-ranking just thi
217、rd from bottom.Data also shows that 79%of organisations are investing in DEI programs that aim to achieve gender parity for women.But once again,the Automotive industry ranks third from the bottom in its investment levels.Existing data suggests that Automotive companies could be doing more to attrac
218、t and retain women.But just how many companies are proactively working on this?To investigate,we asked our Automotive workers and experts is your company taking actions to bridge the gender gap and encourage women to enter the Automotive sector?Across all the countries we researched,on average 80%of
219、 our respondents answered yes.What discourages womenfrom working in Automotive?Is the Automotive industry investing enough in equalityprograms?How many companies areworking to close the gender gap?Chapter 731.2%28.9%28.8%26.1%23.5%21.4%15.0%13.0%12.5%Supply Chain and TransportationHealth and Healthc
220、areManufacturingAgriculture and Natural ResourcesRetail and Wholesale of Consumer GoodsAutomotive and AerospaceEducation and TrainingReal EstateFinancial ServicesEnergy and MaterialsInformation Technology and Digital Communications37.3%31.8%Industry investment in DEI targets and quotasSourceWorld Ec
221、onomic Forums 2023 Future of Jobs surveyEQUALITY IN AUTOMOTIVE 6766In all of the countries features in our research,the majority of companies were working to close the gender gap.However,there were some variations between countries:Brazil(96.4%)and China(93.5%)had the biggest proportion of companies
222、 working to achieve gender parity;Japan(80.1%and Poland(78.6%)had the smallest number of companies.As we saw earlier in the chapter,Automotive companies have multiple challengesto address.To attract more women,they need to change the public perceptionof the sector while ensuring women get fair oppor
223、tunities for career advancement.So what efforts are Automotive companies making to change the status quo?To investigate,we asked our respondents what kind of initiatives their companies were undertaking.While its clear that companies are making changes,the results suggest that thereis still room for
224、 improvement within the sector.Just 50.3%of respondents said their company was guaranteeing equal pay and opportunities for women.And just 40.8%were offering women flexible working,maternity leave,and child support.Which countries are focusing more on gender parity in theAutomotive industry?What act
225、ions are companies in the Automotive sector taking?Is your company implementing any initiatives to address the gender gap and promote womens participation in the automotive sector?SourceGi Group Holding,Automotive International Survey 202312.5%No7.5%I dont knowYes80%The gender gap issue:a shared app
226、roach across countriesSourceGi Group Holding,Automotive International Survey 2023BrazilChinaGermanyFranceHungarySpainUSAUKItalyJapanPoland96.4%93.5%90.8%89.7%87.0%85.2%83.9%83.6%81.9%80.1%78.6%21.4%19.9%18.1%16.4%16.1%14.8%13.0%10.3%9.2%6.5%3.6%40.8%39.4%37.1%35.4%30.7%25.9%1.9%Guarantee equal pay a
227、nd opportunities for career advancement for women within the companyActivate mentoring programmes and support networks for women in the Automotive sectorCollaborate with educational institutions to inspire young women to consider a career in the Automotive sector through awareness programmesPromote
228、female models and leaders within the companyOffer scholarships to promote female participation in Automotive-related educationalI dont knowOrganise inclusion and awareness initiatives to create an inclusive and equitable working environment for womenCreation of flexible working arrangements and poli
229、cies that meet the needs of women in the workforce,such as maternity leave and child supportConduct training on unconscious prejudices and biases to ensure fair and objective recruitment and promotion practices50.3%41.1%Which of the following actions have been implemented?SourceGi Group Holding,Auto
230、motive International Survey 2023YesNoChapter 7EQUALITY IN AUTOMOTIVE 6968“If we look at consumption data,there are more female consumers than male consumers.Therefore,if we continue to advertise cars in a male-dominated way,we end up alienating over half of the consumers.It is important to raise awa
231、reness about the significance of women in the automotive industry,including through journalism.For example,in the UK,there is a willingness to engage women in the industry by recognising female talents and awarding Autocar Great Women of the year.”Customer Experience HUB&Loyalty Manager,Mazda Patric
232、k Klaus Beyer How do gender equalityinitiatives differ across countries?Most countries are undertaking a similar blend of initiatives to help women succeed in the Automotive industry.However,some countries are leading the way in specific areas:Italy is the most focused on guaranteeing equal pay and
233、opportunities for career advancement(66%);Hungary is conducting training on unconscious biases and prejudices more than any other country(72%);Brazil is the most focused on promoting female models and leaders within the company(56%).Collaborate with educational institutions to inspire young women to
234、 consider a career in the Automotive sector through awareness programmesConduct training on unconscious prejudices and biases to ensure fair and objective recruitment and promotion practicesCreation of flexibleworking arrangementsand policies that meet the needs of women in the workforce,such as mat
235、ernity leave and child suppportBrazilChinaFranceGermanyHungaryItalyJapanPolandSpainUKUSACountry comparisons:actions to address the gender gapSourceGi Group Holding,Automotive International Survey 2023Promote female models and leaders within the companyOrganise inclusion and awareness initiatives to
236、create an inclusive and equitable working environment for womenActivate mentoring programmes and support networks for women in the Automotive sectorGuarantee equal pay and opportunities for career advancement for women within the company5752496642486057505956363248465557334846540394354211
237、4054427211233333Chapter 7EQUALITY IN AUTOMOTIVE“71“As a part of its commitment to promote Sustainable Work,Gi Group Holding strongly supports the 511 Racing Team,taking a stand for diversity and inclusion.The 511 Racing Team is a cohesive all-female motorsport team,dedicated,st
238、rong,and primed for competition.Their ambition to win is driven by their expertise and passion.They promote gender equality,and through their commitment,they support womens careers in motorsport,demonstrating the true potential that women bring to this field,and showing that their achievements are n
239、ot merely related to gender issues.”EQUALITY IN AUTOMOTIVE 7372CONCLUSIONSPromoting Female Participation in the Automotive Industry Why are women not keen to work in Automotive?When we asked both general and Automotive workers,we found out that its mostly due to the industry being widely perceived a
240、s male-dominated.Our global survey also revealed that people are concerned about the lack of female representation in the industry,from shopfloor jobs to leadership positions,as well as practical issues like work-life balance and unfair chances for career growth.As 80%of companies are now making eff
241、orts to fight the gender gap and encourage women to join the field,for example by enhancing the visibility of female leaders and creating flexible working policies,theres still a lot to improve.In fact,only half of the decision-makers we interviewed said their companies are taking action to ensure m
242、en and women can enjoy equal pay and career development opportunities.Today,cars are becoming computers on wheels and traditional engines are rapidly being replacedby high-tech counterparts,fuelling the need for a workforce equipped with a variety of digital skillsto drive the industry forward.Clear
243、ly,this change calls for HR decision-makers who intend to shapea new narrative of the industry and actively work to debunk the outdated myth of a male-dominated Automotive world.It is the only road businesses can take to outpace their competitors and attractthe new generation of top talent they need
244、 to succeed in this ever-changing industry.Without women,there is no future for Automotive.It is high time to advocate for this long overdue change and create more inclusive workplaces that encourage aspiring female leaders to accelerate their career and take the wheel in this revolutionary journey.
245、How Technology Will Drive the Automotive Industrys Appeal to Top Talent In this age of technological advancements and increasing emphasis on diversity,its essential that industries adapt to the changing landscape.The Automotive industry is no exception.Our global survey shows that candidates have an
246、 outdated view of what it means to work in Automotive yet,right now the industry is just as much about tech development as anything else.All major car producers are headed in this direction,and they need the tech and engineering talent to make electric and autonomous vehicle production a reality.As
247、we dive deeper into the latest insights,it is clear to me that the industry needs to reframe its messaging when it comes to talent acquisition.The evolution of Automotive is turning the spotlight on transferable skills.Today,the usual assembly line jobs are being replaced by a whole new set of worke
248、rs who can work together to deliver the cars of tomorrow,and the use of advanced tech is taking centre stage,overcoming barriers that once limited the career mobility of specialised professionals.Also,the outdated idea that women in Automotive can only work in HR or procurement is wrong.Thanks to ne
249、w technologies,theres a big opportunity to change these stereotypes and show the significant roles women can play in modern production jobs.This makes the industry a place wherea variety of talents can succeed and significantly contribute to its transformation.The key call to action for employers in
250、 this new Automotive world?To effectively communicate these benefits and attract a highly skilled workforce that will keep steering the industry towards a futureof innovation and increased competitiveness.Gearing Up for ChangeAccelerating the FutureChief Corporate Sales Officer,Gi Group HoldingDomiz
251、iano PontoneChief Practice Officer-Staffing,Gi Group HoldingBarbara Bruno“Conclusions7574CONCLUSIONSEmpowering Senior Talent for the Automotive Digital Era When exploring the topic of digital transformation in Automotive,age matters.As new technologies reshape the industry,its important to remember
252、that the true driving force behind meaningful decision-making and innovative ideas remains human.Consider the automotive industry,where people aged 50+make up a substantial portion of the workforce:as people live and work for longer,companies play a crucial role in integrating every worker into this
253、 new narrative.Being in a more complex environment we need senior people to manage complexity and to transfer a know how that otherwise will be loss.Intergenerational peer coaching or reverse mentoring for example can lead to a more balanced workplace that respects and enhances the unique strengths
254、of each generation.Older employees can impart years of practical experience and insights,while the younger generation can share their understanding of new technologies and innovate dated business processes.This creates a balanced and flexible working environment where great ideas and great people ca
255、n really flourish.However,businesses must assess their teams full skill set before moving on to the training phaseor before excluding senior people from the organization.In fact,many individuals are already well-suited for transitioning to new roles because they gained valuable competences from prev
256、ious working experiences or personal interests often unknown to their employer.Mindset counts more than age,experience counts to manage complex projects,our senior people are a value to use in these timesof people scarcity.Perhaps weve been looking at this matter from the wrong end of the telescope.
257、The automotive industrys journey is not just technology-based;its about leveraging human innovation,critical thinking,and adaptability to bridge the gap between the industrys historical legacy and its dynamic future.Revolutionising Talent Management in the Evolving Automotive Landscape Technology,ne
258、w business models,and consumer-preference disruptions affects the Automotive industry.To stay competitive,attract,develop and retain top talent,automakers must embrace new methods of finding,hiring,and managing highly skilled digital staff.The Automotive sector must be willing to adopt a total talen
259、t strategy and explore new waysof finding compelling candidates by utilising multiple talent sourcing channels in concert with one anotherpermanent,contingent,on-demand,and freelance thanks to that,organisations will be better positioned to obtain the talent they need when needed.Todays top talent c
260、raves autonomy and flexibility,amenities,and development opportunities that provide exciting carrier paths and job rotation.To win competition against non-Automotive technology and start-ups companies,they need to create nimbler organisations and grow effective leaders who can think strategically an
261、d can thrive in uncertainty.To drive innovation and avoid falling behind as the industry evolves,automakers and their suppliers must be willing to implement best practices established in and outside of their industry.Leveragethe role of employer branding-development of EVP that attract and grow comp
262、any awareness(strategic for smaller and less well-known companies),the role of the HR function that improve engagement(carrier paths,upskilling),ensure deep understanding of the skills the organisation will need to execute its strategy and guarantee access to new digital and analytical tools that su
263、pport transformation and growth.Finding the Silver LiningWinning the Race for TalentChief Practice Officer Career Transition&Employability,Gi Group HoldingCetti GalanteGlobal S&S and Professional Practice Director,Gi Group HoldingAgnieszka KaczmarczykCONCLUSIONS“OurVisionOurMissionOurGlobalPresenceF
264、ounded in 1998 in Milan,Italy,Gi Group Holding is one of the worlds leading providers of services for the evolution of the Labour Market.Through a global staffing and recruitment business ecosystem that counts with eight individual yet complementary brands Gi Group Holding,Gi Group,Grafton,Wyser,Gi
265、BPO,Jobtome,Tack/TMI,INTOO,the Group offers a 360 suite of offerings that generate relevant and impactful solutions.Gi Group Holding works to promote a sustainable and enjoyable global market for people,companies,and society,reflecting the ever-changing Labour Market needs.The company employs over 8
266、,000 staff and is active in 34 countries across Europe,APAC,and the Americas.Providing services to more than 20,000 client companies and with revenues of+3.6 BLN in 2022,Gi Group Holding is the 8th largest European staffing firm and the 15th worldwide(according to Staffing Industry Analysts).We firm
267、ly believe that people must be supported so that they remain employed for the majority of their working life.Work must be transformed to eliminate any factors that discourage or hinder workers from staying in,or entering the workforce.To that end,our vision is to be recognised as the worldwide playe
268、r responsible for creating a sustainable and enjoyable Global Labour Market for Candidates and Companies,reflecting Market needs.Today we have a direct presence in more than 30 countries across Europe,APAC and the Americas.Through our services we want to contribute,as a key player and on a global ba
269、sis,to the evolution of the Labour Market and to emphasise the personal and social value of work.+650+8,000branches and officesemployeesOur BrandsOur Direct PresenceArgentina Brazil Bulgaria ChileColombia Croatia Denmark Estonia Czech Republic Businesses ProcessOutsourcingMiddle and SeniorManager Se
270、arch&SelectionLearning andDevelopmentCareer Transitionand Employability34countrieswith directpresenceProgrammatic JobAdvertising PlatformFrance Germany Greater ChinaHungary India Ireland Italy Latvia Liechtenstein Lithuania MalaysiaMexico Montenegro Poland Portugal Romania Serbia Slovakia Spain Swit
271、zerland The Netherlands TrkiyeUkraine United Kingdom USAProfessionalStaffingTemporary andPermanent StaffingWho we are7776WHO WE AREInfographicsAutomotive.at a glanceAUTOMOTIVE.AT A GLANCE.from the outside,is an attractive sector mainly for the possibility of working for prestigious companies7978.has
272、 seen a decline in the last four years with loss of revenues and fewer vehicles being manufactured.is experiencing a slow growth,projected to reach.is evolving:new technologies are enabling automakers to deliverthe sustainable,smart,energy-efficient vehicles of tomorrow.is a satisfying industry to w
273、ork inof trillion US dollars 2021 to 2022-4.9%2.5610,522200202022182.652.881,2622,0822,2763,2446,6782.622.52trillionUS dollars Global Battery Electric Vehiclesand Plug-in Hybrids sales(000s)Highestmarket shareglobally79%Norway57.3%1223.5%1.3%9.6%8.3%very satisfieduns
274、atisfiedsatisfiedvery unsatisfiednot at allof workers either satisfied or very satisfied with their jobs80.8%Automotive workersGeneralworkersNeeds identifiedNew technologies are changing the global job landscapeand Automotive companies are facing skills shortages46.3%Mechanical TechnicianMaintenance
275、 TechnicianAutomotive Assembly Line WorkerAutomotive EngineerIT SpecialistData AnalystHigh-demand profilesBluecollarworkersWhitecollarworkers47.2%35.1%electrical andelectronic expertisetechnologicalproficiency33.6%artificial intelligenceand machine learningKey competencies for future employees accor
276、ding to expertselectric vehicle technology69.2%68.4%70.3%68.8%Passion for cars and vehiclesOpportunities for growth and career advancementPossibility of working for prestigious companiesPossibility of working with advanced automotive technologiesSolutionsContinuous training is key to constantly resk
277、illing and upskillingthe Automotive workforce58%of businesses are running training,upskilling and education programs36.6%33.4%39.1%Training on digital skillsWorkshops and vocational training coursesMentoring programmes forprofessional growth and guidanceSALARY GUIDE.TECHNICAL OPERATORS8180Automotive
278、 Technician26,31030,23934,8495.4%Maintenance Mechanic23,98726,69529,7106.3%Assembly Line Worker23,30625,94328,8785.8%Quality Control Inspector26,09529,74934,2845.0%CNC Machinist23,88226,58529,5935.4%Industrial Welder23,68526,36429,3485.0%Auto Mechanic23,72826,41329,4025.4%Electric Vehicle Mechanic24
279、,91327,72730,8585.1%Automotive Electrician23,52526,18229,1396.2%Vehicle Painter/Finisher23,77126,46129,4555.2%Automotive Model Maker25,78429,63434,1525.4%Robotic Welder24,86927,68230,8155.0%ABS-ANNUAL BASE SALARY(EUR)ABS-ANNUAL BASE SALARY(EUR)JOB TITLEJOB TITLE1st QUARTILE1st QUARTILE3rd QUARTILE3r
280、d QUARTILEMEDIANMEDIANMEDIANMEDIANVARIABLE PAY(%ON ABS)VARIABLE PAY(%ON ABS)Cost of LivingIndex100.0ITAutomotive Technician28,52733,74642,6266.8%Maintenance Mechanic35,11441,80653,2216.9%Assembly Line Worker24,39428,21334,5545.6%Quality Control Inspector29,39934,72743,8235.1%CNC Machinist28,67433,65
281、542,0944.2%Industrial Welder32,08937,98648,0764.6%Auto Mechanic30,07135,67445,2374.1%Electric Vehicle Mechanic32,49938,58248,9736.1%Automotive Electrician24,22028,34735,3505.5%Vehicle Painter/Finisher32,61738,72249,1515.1%Automotive Model Maker34,08640,90552,4305.7%Robotic Welder31,86937,64547,4586.
282、0%Automotive Technician25,14629,76537,5432.3%Maintenance Mechanic30,95136,87446,8754.7%Assembly Line Worker19,69222,78927,8713.4%Quality Control Inspector25,91430,63038,5972.9%CNC Machinist24,97129,32836,6303.5%Industrial Welder28,28533,50542,3434.4%Auto Mechanic26,50631,46539,8433.4%Electric Vehicl
283、e Mechanic28,64734,03043,1344.9%Automotive Electrician21,09224,70330,7614.0%Vehicle Painter/Finisher28,75134,15443,2902.8%Automotive Model Maker30,04636,07946,1773.1%Robotic Welder24,99129,53937,1853.2%Automotive Technician34,51640,81851,5944.1%Maintenance Mechanic42,48550,56764,4183.8%Assembly Line
284、 Worker29,18333,74141,3534.9%Quality Control Inspector35,57042,00553,0423.1%CNC Machinist38,50545,18156,5495.0%Industrial Welder38,82545,94758,1903.5%Auto Mechanic36,38343,14954,7545.7%Electric Vehicle Mechanic39,32146,66759,2765.9%Automotive Electrician32,52438,05647,4893.1%Vehicle Painter/Finisher
285、39,46446,83759,4923.8%Automotive Model Maker41,24249,47863,4592.5%Robotic Welder36,75443,40354,7544.6%Cost of LivingIndex108.2DECost of LivingIndex81.8The Cost of Living Index is calculated as a comparison with a pre-established location.The following tables show the comparison between 8 countries a
286、nd Italy(=100).Cost of LivingIndex113.3FRESSalary GuideTechnical OperatorsSALARY GUIDE.TECHNICAL OPERATORSSALARY GUIDE.TECHNICAL OPERATORS8382Cost of LivingIndex61.8Cost of LivingIndex104.3ABS-ANNUAL BASE SALARY(EUR)ABS-ANNUAL BASE SALARY(EUR)JOB TITLEJOB TITLE1st QUARTILE1st QUARTILE3rd QUARTILE3rd
287、 QUARTILEMEDIANMEDIANMEDIANMEDIANVARIABLE PAY(%ON ABS)VARIABLE PAY(%ON ABS)Cost of LivingIndex59.8Automotive Technician13,44415,89620,0993.1%Maintenance Mechanic16,54819,69325,0954.1%Assembly Line Worker11,03112,75215,6344.9%Quality Control Inspector13,85416,35820,6633.6%CNC Machinist14,24016,70720,
288、9184.4%Industrial Welder15,12217,89322,6695.7%Auto Mechanic14,17116,80421,3305.2%Electric Vehicle Mechanic15,31518,17423,0924.0%Automotive Electrician12,02914,07217,5663.0%Vehicle Painter/Finisher15,37118,24023,1765.5%Automotive Model Maker16,06319,26824,7214.8%Robotic Welder13,20915,59719,6825.7%Au
289、tomotive Technician14,40516,94021,6834.4%Maintenance Mechanic17,73020,98627,0725.4%Assembly Line Worker7,4648,58110,6505.0%Quality Control Inspector14,84517,43322,2925.8%CNC Machinist12,68214,79718,7544.8%Industrial Welder16,20319,06924,4553.8%Auto Mechanic15,18417,90823,0114.2%Electric Vehicle Mech
290、anic16,41019,36824,9115.5%Automotive Electrician10,71212,46315,7502.8%Vehicle Painter/Finisher16,46919,43825,0025.1%Automotive Model Maker17,21020,53426,6695.4%Robotic Welder14,22116,70021,3344.6%Automotive Technician29,28834,63543,7804.6%Maintenance Mechanic36,04942,90854,6616.3%Assembly Line Worke
291、r26,46230,59537,4976.5%Quality Control Inspector30,18235,64245,0084.7%CNC Machinist31,26836,68845,9195.0%Industrial Welder32,94538,98849,3774.4%Auto Mechanic30,87236,61346,4616.6%Electric Vehicle Mechanic33,36639,59950,2984.7%Automotive Electrician26,41030,90238,5624.2%Vehicle Painter/Finisher33,487
292、39,74350,4806.1%Automotive Model Maker34,99541,98353,8476.1%Robotic Welder29,39734,71543,7946.6%Automotive Technician9,80911,55314,7387.1%Maintenance Mechanic12,07414,31318,4017.8%Assembly Line Worker7,2488,34610,3236.5%Quality Control Inspector10,10911,88915,1517.8%CNC Machinist9,36310,94213,8218.0
293、%Industrial Welder11,03413,00516,6227.3%Auto Mechanic10,34012,21315,6405.9%Electric Vehicle Mechanic11,17513,20916,9325.1%Automotive Electrician7,9099,21611,6065.6%Vehicle Painter/Finisher11,21513,25716,9946.8%Automotive Model Maker11,72014,00418,1277.2%Robotic Welder10,90712,82816,3327.6%UKCost of
294、LivingIndex73.3PLBRCHNSALARY GUIDE.TECHNICAL OPERATORS8584Cost of LivingIndex37.5ABS-ANNUAL BASE SALARY(EUR)JOB TITLE1st QUARTILE3rd QUARTILEMEDIANMEDIANVARIABLE PAY(%ON ABS)Automotive Technician5,6886,6748,5882.1%Maintenance Mechanic7,0018,26810,7233.3%Assembly Line Worker3,2453,7214,6444.0%Quality
295、 Control Inspector5,8626,8688,8293.0%CNC Machinist5,1676,0147,6643.6%Industrial Welder6,3997,5129,6863.6%Auto Mechanic5,9967,0559,1144.6%Electric Vehicle Mechanic6,4807,6309,8673.4%Automotive Electrician4,3645,0666,4362.8%Vehicle Painter/Finisher6,5047,6589,9033.7%Automotive Model Maker6,7968,09010,
296、5632.9%Robotic Welder6,4987,6139,7774.2%ITSALARY CURRENCY(EUR)JOB TITLEMINIMUMMAXIMUMMIDPlant Manager/Director90,000110,000150,000Maintenance Manager60,00075,00090,000Production Manager60,00080,00095,000Quality Manager60,00080,00095,000Quality Engineer35,00045,00055,000SQA Engineer35,00045,00055,000
297、Maintenance Engineer35,00045,00055,000Process Engineer35,00045,00055,000R&D Engineer40,00050,00060,000CNC Programmer25,00033,00042,000Design Engineer30,00040,00050,000Technologist35,00045,00055,000Salary GuideProfessionals,Middle&SeniorManagementDEQuality Engineer43,10448,38451,283SQA Engineer43,104
298、48,38451,283Maintenance Engineer43,10448,38451,283Process Engineer40,58844,08347,270R&D Engineer40,58844,08347,270CNC Programmer40,58844,08347,270Technologist34,08036,13437,228INDSALARY GUIDE.PROFESSIONALS,MIDDLE&SENIOR MANAGEMENTSALARY GUIDE.PROFESSIONALS,MIDDLE&SENIOR MANAGEMENT8786SALARY CURRENCY
299、(EUR)JOB TITLEMINIMUMMAXIMUMMIDESPlant Manager/Director65,00080,000100,000Maintenance Manager40,00055,00070,000Production Manager55,00065,00080,000Quality Manager45,00055,00070,000Quality Engineer30,00037,00045,000SQA Engineer30,00037,00045,000Maintenance Engineer30,00037,00045,000Process Engineer30
300、,00037,00045,000R&D Engineer28,00033,00042,000CNC Programmer28,00033,00042,000Design Engineer28,00033,00042,000Technologist22,00026,00030,000SALARY CURRENCY(EUR)JOB TITLEMINIMUMMAXIMUMMIDPlant Manager/Director69,00092,000115,000Maintenance Manager51,00063,00074,000Production Manager46,00057,00069,00
301、0Quality Manager51,00057,00069,000Quality Engineer34,00049,00058,000SQA Engineer46,00051,00057,000Maintenance Engineer40,00051,00063,000Process Engineer40,00051,00063,000R&D Engineer37,00046,00057,000CNC Programmer34,00040,00040,000Design Engineer34,00043,00051,000Technologist34,00043,00051,000UKPla
302、nt Manager/Director47,04073,20099,360Maintenance Manager28,80037,20047,040Production Manager31,38041,76054,840Quality Manager28,80041,76054,840Quality Engineer15,72020,88031,380SQA Engineer18,24023,52031,380Maintenance Engineer15,72020,88031,380Process Engineer15,72020,88031,380R&D Engineer26,16035,
303、40044,400CNC Programmer15,72019,56023,520Design Engineer18,24023,52031,380Technologist15,72020,88028,080PLBRPlant Manager/Director44,79454,756111,720Maintenance Manager44,79958,57377,154Production Manager47,28857,24369,688Quality Manager49,77762,22179,643Quality Engineer23,82324,49246,617SQA Enginee
304、r29,36839,07546,043Maintenance Engineer23,06923,76146,686Process Engineer23,62625,64046,163R&D Engineer23,39530,61346,541CNC Programmer5,6026,8469,333Design Engineer22,39932,35540,899Technologist5,4877,54317,377SALARY GUIDE.PROFESSIONALS,MIDDLE&SENIOR MANAGEMENT88SALARY CURRENCY(EUR)JOB TITLEMINIMUM
305、MAXIMUMMIDCHNPlant Manager/Director78,000104,000156,000Maintenance Manager45,50065,01991,000Production Manager52,00078,00091,000Quality Manager52,00084,500104,000Quality Engineer23,40039,00058,500SQA Engineer23,40037,50058,500Maintenance Engineer23,40036,00052,000Process Engineer23,40037,00058,500R&
306、D Engineer23,40037,50058,500CNC Programmer15,60023,40031,200Design Engineer23,40732,51045,514Technologist15,60523,40731,209Plant Manager/Director28,35439,69556,708Maintenance Manager17,01220,41522,683Production Manager17,01220,41522,683Quality Manager13,61017,01220,415Quality Engineer9,07310,20711,3
307、41SQA Engineer9,07311,34113,610Maintenance Engineer11,34112,47513,610Process Engineer9,07310,20711,341R&D Engineer11,34113,61017,012CNC Programmer17,01222,68328,354Design Engineer9,07311,34113,610Technologist17,01220,41522,683INDMETHODOLOGY9190MethodologyThis report is the result of research conduct
308、ed by the Connected Car&Mobility Observatory of the Politecnico di Milano and the Data Intelligence company INTWIG.The study was conducted in 11 countries(Brazil,China,Germany,France,Hungary,Italy,Japan,Poland,Spain,USA and the United Kingdom)and was structured following a rigorous methodology devel
309、oped in 4 phases:Desk Analysis:collection and systematisation of public data able to provide a broad and articulate reading of the Automotive sector worldwide;Opinion leader interviews:37 in-depth interviews with Opinion Leaders in the 11 countries surveyed;International Survey:indicated as“Gi Group
310、 Holding,Automotive International Survey 2023”a CAWI survey conducted on a sample of 5,610 residents in 11 countries,aged 18 to 65(including at least 100 workers in the Automotive sector);Salary guide:in 9 countries surveyed,market pay(base salary+variable pay)benchmark focused on 12 job positions,w
311、ith following structure:first quartile:splits off the lowest 25%of data from the highest 75%;median:cuts data set in half 50%of the data set is higher than median,the other 50%is lower;third quartile:splits off the highest 25%of data from the lowest 75%.9392INTWIG is a Data Intelligence company that
312、 has been developing data management strategies since 2016.It offers support to companies to understand the context they move into,anticipate trends,optimise processes and make decisions quickly.INTWIGs method is customised,rigorous and covers the entire Data Lifecycle:collection,analysis,interpreta
313、tion and visualization.Customised tools and solutions are developed by a team of researchers,analysts,data managers and communication experts with technical and cross-functional skills.DataResearchandAnalysisDataResearchandAnalysis+GraphicDesignThe Digital Innovation Observatories of the School ofMa
314、nagement of the Politecnico di Milano were born in 1999with the aim of creating culture in all the main areas of Digital Innovation.Nowadays,Observatories are a qualified reference point on Digital Innovation that integrates Research,Communication,Continuous Updating and Networking activities.Establ
315、ished in 2019,the Connected Car&Mobility Observatory aims to generate and share knowledge on the evolution of vehicles in“smart”terms and,more in general,on the role of mobility supporting digital technologies,ultimately to contribute to the market development in a context that is characterised by insufficient clarity regarding the status of applications,the enabled benefits,and the expected evolution of enabling technologies.Inserire FOTOMore thanWork