Do not reproduce the same mistakes. While PSA accounts are shiny again , the car manufacturer does not want to break with the “Malthusianism” practiced for three years. PSA has passed a little more 3.6 million cars in 2017. But “he had an unsuitable structure, thought to sell four million vehicles a year. Our ambition today is to anticipate the changes and to remain master of our destiny “, explains to the” Echos “, Xavier Chéreau, the HR of PSA,
This strict regime has affected all levels of society: general and administrative expenses are now limited to 1% of turnover, and the ratio of payroll to turnover should be around 11% in 2017, compared to 15% in 2013. “Our fixed costs have fallen sharply. And we want to take another step, “says Xavier Chéreau. According to our information, the expenses of the group have already fallen by 16% between 2014 and 2017.
Interim Needed
No question, therefore, to reopen the valve of the hires. Especially in the Hexagon (which weighs two thirds of the global workforce, with just under 60,000 employees including 8,000 temporary). “We produced in France 1.1 million vehicles in 2017, we should do the same in 2018. We do it by being profitable, it is the best protection for the group and employees,” says Xavier Chéreau.
The latter does not want to reduce the number of temporary workers, according to him to adjust the level of employment to the activity. On the other hand, PSA wants to double the number of temporary workers hired on permanent contracts by temporary work agencies, from 450 to 900 at present.
In parallel, the manufacturer will continue its policy of voluntary departures in consultation with the unions. In 2018, PSA targets 1,300 collective collective breaks, 900 senior leaves, 2,000 youth jobs and 1,300 hires on permanent contracts. . “We also want to allow over 1,000 conversions internally to strengthen the employability of employees,” said Xavier Chéreau. Four years ago, the number of employees in “sensitive occupations” (that is to say, doomed to disappear at PSA) was 26%. The proportion has fallen to 13% this year, he says.
PSA has reduced the floor area of its factories worldwide by more than 30%.
Since the arrival of Carlos Tavares at the helm in early 2014, PSA has also been working to reduce its footprint. The surface of the industrial sites has been reduced by 30 to 40% in the world – France having taken a large part. “Last year, we conducted 450 land modernization actions, we will continue to work on improving the use of our spaces,” said Xavier Chéreau. With this in mind, the group is now home to 12,000 telecommuters. PSA also wants to reduce its property costs excluding Hexagon by 180 million euros compared to the end of 2015.
Opel too
This same treatment must now be administered to Opel-Vauxhall. A fixed costs committee has been set up in Germany, and the Spanish, Austrian, Polish, British or Hungarian sites will not escape frugality either.
“There is much to do, even if we have already made 12% savings in 2017 compared to the budget provided by General Motors, Xavier Chéreau points. Actions are identified by Opel, we will not deprive ourselves of making synergies in the short and medium term, always within the framework of co-management “, adds the leader, who cites as an example a breakdown of R & D missions between PSA and Opel engineers .
To hear Xavier Chéreau, the manufacturer will assign the missions only according to the performance of sites or teams. “In our history, we have sometimes assigned programs without taking into account the economic and social elements.” From the past, he swears.
The HR of PSA did not like the controversy over the arrival of the collective conventional breaks at the manufacturer. “It’s a storm in a glass of water. We are in continuity with the arrangements defined in our company agreement signed in 2016 with 5 trade unions representing 80% of employees, “says Xavier Chéreau, who claims to act in” co-construction “with staff representatives. “This year, we are just adapting to the legislative evolution, and we could already proceed to voluntary departures and rehire behind,” he says, citing a “empowering approach giving primacy to corporate agreements”. Xavier Chereau has hardly tasted that “some shop stewards take their business hostage for political purposes.”