Excellence. Success. Involvement.

Successfully tackling the current and future challenges facing the Volkswagen Group depends on all our employees – from apprentices right up to top managers – consistently turning in an outstanding performance to ensure that our innovation and product quality remain at the very highest level in the long term. That means recruiting talent and promoting skills, health and commitment. But it also means enabling our employees to play their part in building our success – and share in it. And it’s how we plan to achieve our goal of becoming the most attractive employer in the automobile industry by 2018.


Securing excellent performance, generating success and enabling employees to share in the profits are central to the Volkswagen Group’s personnel management (PM) strategy. The key aims of the Group’s PM work are, therefore, qualifying our employees, promoting their health and fitness, and ensuring that they are involved. We are explicitly committed to diversity within the Company and support it through open attitudes, equal opportunities, and the targeted advancement of women.

Challenges and Goals

The increasingly international nature of the Volkswagen Group and its complexity are the key challenges facing our PM work. Only a top team can deliver the outstanding performance that is required to make Volkswagen the top global automotive manufacturer. So, more than ever before, we need to promote talent across all areas. Our aim for the coming years is to continue to develop our employees’ existing high skills levels and problem-solving abilities. Vocational education and training and study form the basis for skills development within Volkswagen’s “Berufsfamilien” (professional families). Building on this basis, our employees continue to learn and develop their skills throughout their working lives. Knowledge transfer – the passing on of knowledge and experience by our own specialists – is a key part of our strategy. Qualification takes place in line with the dual model, which integrates theoretical learning with practical training.

Underpinning our basic principles with equal opportunities and equal treatment.

Policies and Guidelines

As a global undertaking with 106 manufacturing plants across Europe, North America, Asia and Africa, we are committed to respect, tolerance and cosmopolitanism. Volkswagen guarantees equal opportunities and equal treatment regardless of ethnicity, skin color, gender, disability, ideology, faith, nationality, sexual orientation, social background, or political conviction, provided this is based on democratic principles and tolerance towards those who hold different views.
The following documents constitute the framework for personnel management across the Volkswagen Group and apply worldwide:

  • The Volkswagen Code of Conduct: The Code came into operation in 2010 and creates the framework for lawful and ethical behavior. 8
  • The Declaration on Social Rights and Industrial Relations at Volkswagen (Social Charter): In 2002, Volkswagen used this Declaration to document the basic social rights and principles that underpin its corporate identity. The social rights and principles set out in the Declaration are based on relevant International Labour Organization Conventions. 25
  • The Charter on Labour Relations: The Charter came into force in autumn 2009 and combines wide-ranging rights to consultation with shared responsibilities. It provides for rights to information, consultation and codetermination for employee representatives in the brands, companies and locations represented on the Group Global Works Council. 26
  • The Charter on Temporary Work: In November 2012, Group management, the European Works Council and the Group Global Works Council agreed a Charter on Temporary Work, which sets out the principles for managing temporary work. 27

Volkswagen GROUP STRATEGY 2018

By 2018 Volkswagen is aiming to be the most attractive employer in the automobile industry. To build the best vehicles takes the best team in the industry: highly qualified, fit and above all motivated.

Systems and Tools

The key systems and tools we use to manage our PM strategy are organized by focus:

  • Qualification within the “Berufsfamilien” (professional families): Vocational education and training in line with the dual model , with the Volkswagen Group Academy as the umbrella body for all initial vocational education and training up to academic in-service qualification across the Group
  • Performance and participation: Promoting performance and sharing profits, participation and codetermination, the Volkswagen “Stimmungsbarometer” (employee opinion survey), the “Volkswagen Way” and the Volkswagen “Ideenmanagement” (ideas management) unit
  • Health and fitness: Workplace ergonomics, integrated health management, and occupational safety
  • Advancing women and diversity: Recruiting and developing talented women, combining work and family, inclusion and equal opportunities
  • Corporate social responsibility: Commitment to the regions, volunteering and donations

Employment Trends in 2013

Including the Chinese joint ventures, the Volkswagen Group employed a total of 572,800 people on December 31, 2013 – 4.2% more than at the end of 2012. Significant factors in this increase were the volume-related expansion of the workforce in growth markets, in particular in China, and the recruitment of specialists and experts in Germany and elsewhere. In 2013, Volkswagen AG, Volkswagen Sachsen GmbH, AUDI AG and Volkswagen Financial Services AG put a total of 4,828 temporary workers on permanent contracts; MAN and Porsche took 543 temporary employees into the core workforce in Germany.

Group and Brands Ranked Top Employers