- Globally operating DAX group
- > 500,000 employees worldwide
- Approx. 120 sites in 29 countries
Details about the company
World's leading car manufacturer
Situation and challenge
The automotive group is initiating a comprehensive transformation and cultural change.
Part of this is the launch of a program to strengthen the culture of integrity throughout the group. To implement the program, a department was created at group level to be responsible for orchestrating all initiatives as well as their successes and results. The establishment of integrity management required the support of an experienced (culture) change consultancy.
Project
cetacea provides support with a team of several people on site over a period of 5.5 years
cetacea supports the development of a program to establish a group-wide understanding of integrity and to strengthen the culture of integrity within the company. cetacea is strategically, conceptually, and operationally active in developing the strategic foundations, defining messages to the organization, incorporating mid-term planning, conceptualizing measures, and then implementing the entire process.
Result
cetacea played a key role in developing and largely implementing integrity management for the group:
- Group-wide approach for the program incl. communication and infrastructure established
- Global networking achieved for the program and its implementation in all regions
- Almost 400,000 employees reached worldwide
- Variety of workshops and communication activities carried out
- Around 600 integrity ambassadors built up
- Integrity embedded in over 25 HR processes
- Integrity made measurable and Integrity Index successfully assessed twice
Procedure
To provide an optimal structure for integrity management, to meaningfully consolidate the numerous tasks while achieving maximum effectiveness, the overall project is divided into six action areas. For each action area, measures are defined, implemented, monitored, and measured.
- The Engagement Program for the executives: The program is tailored to all those who, as superiors, are expected to set an example of integrity within the company: from top managers to foremen.
- The Dialogue and Communication field of action: Intensive communicative support throughout the entire integrity management process, including top management and especially within the management team, ensures that the topic of integrity resonates with the employees. Approach, participation, measures, and successes are continuously communicated.
- The Ambassador Program for the workforce: This program targets the employees. Representatives from all departments and hierarchies, acting as voluntary integrity ambassadors, initiate discussions about integrity within the company.
- The field of action for HR processes and HR instruments: This field of action is about integrating the principles of acting with integrity into essential HR management elements of the company, aligning all processes and tools towards an integrity culture.
- The field of action for strategy and measurement: The integrity program is characterized by the ambition to approach all measures strategically and to assess their effectiveness. The Integrity Index is developed and introduced. Perception Workshops show how the organization is perceived from within. Employee surveys show the status across all regions and companies.
- The field of action for internationalization: It is also clear: once piloted, the integrity program and management must be rolled out to all brands and companies, regions and sites. The global roll-out, from stakeholder management, virtual team building and regular global meetings to blueprints for action, consulting and coaching are ensured.
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