Sustainable Value Report 2001/2002 - BMW Group

According to a BMW employee
paradigm,“the success of
the company is determined by the
employees.” How is this basic
principle implemented?
Schoch: The deciding factor is whether
these principles are practiced on an
everyday basis. We focus on ensuring
that the work environment is appropriate
and that BMW employees are
motivated to do their job.This enables
them to make a significant contribution
to the company’s success.
What are the factors that determine
a positive work environment in the
BMW Group?
Schoch: The employees expect to be
adequately remunerated for their
work. In addition to the monthly salary,
vacation pay, and annual Christmas
bonus, BMW AG offers a profit sharing
program that was established in the
early seventies. Employees have
consistently shared in company profits,
even in 1999, the year of the new
orientation. BMW employees also
benefit from a variety of other attractive
programs.These include flextime work
schedules, a 4-day workweek, and
discounts on public transportation to
and from work. In the area of employee
health, we have the “Move”health
center located at the Munich plant.
The works council is actively involved
in these initiatives.
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How does the works council
influence environmental protection
at BMW?
Schoch: Environmental protection
in the BMW Group focuses on three
aspects: People, production, and
products. We strive to make BMW
employees aware of this theme – even
when it comes to the small details.
This applies, for example, to separating
waste materials.The works council
also has an influence on environmentfriendly
product design. In many areas,
BMW emission levels are far below
the legal requirements.The new
powder coating technology is a good
example. In order to effectively implement
its sustainability strategy, BMW
management relies on the cooperation
of employee representatives.
How would you characterize the
relationship between the works
council and BMW management?
Schoch: We judiciously follow all
developments from the employee’s
viewpoint and place special importance
on sharing a constructive dialogue
with management. In areas where there
are deficits, we attempt to make
improvements. For instance, we
consistently support the promotion of
women into top positions. We can
achieve a lot when everyone –
employees, works council, executive
and supervisory boards – work
together.This was extremely important
in getting through the difficulties the
company experienced in 1999.Today,
the BMW Group is stronger than ever.
We set new records in 2000 with the
highest profits in company history!
Did the new orientation in 1999 prove
that globalization strategies in the
automobile industry endanger jobs?
Schoch: I don’t think this applies to
BMW.The company added nearly
4,000 new jobs worldwide in 1999.
Most of these jobs were at BMW
plants in Germany. So it’s obvious that
globalization can secure jobs in
Germany when it comes to international
manufacturing operations. One example
is the V-8 engines manufactured at the
BMW plant in Munich and used in the
BMW X5 produced at the Spartanburg
plant in the USA.
What are the major challenges for
the future?
Schoch: We must continue to bring
our work at BMW in line with the best
interests of human beings and the
requirements of environmental protection.
Our main mission, of course, is to
manufacture automobiles in order to
secure the economic success of the
company and create new jobs. But I
think it goes beyond that. We need to
pay close attention to social issues
“Sharing a constructive dialogue”
An interview with Manfred Schoch, Chairman of the EURO Committee and National Works
Council, Deputy-Chairman of the BMW Group Supervisory Board
and high environmental standards
throughout all BMW divisions. I am
convinced that the future of the BMW
Group will be even better if environmental,
social, and economic requirements
are considered in unison.