Project Report on BMW

7/27/2019 Project Report on BMW

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Project Report on BMW

Objective

To understand the six dimensions ofmanagement with respect to BMW

MADE BY

GAURAV DHAWAN

80303130013


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BMW Group Mission Statement - One PremiumSuccess From Three Distinct Visions

The Mission Statement of the BMW Group:

Reading the BMW Group mission statement, it's easy to understand why the BMW Group is clearlyassociated with premium products, premium prices, and premium experiences. The BMW missionstatement is...

"The BMW Group is the world's leading provider of premium products and premium services forindividual mobility."

Beyond that, each brand of vehicle under the BMW Group umbrella has its own distinct brandidenty...

BMW Brand - "The BMW brand stands for one thing: sheer driving pleasure. Sporting and dynamic

performance combined with superb design and exclusive quality."

MINI Brand - "The MINI brand wins hearts and turns heads. MINI is refreshingly different:extroverted, spontaneous and in every respect something out of the ordinary."

"For over 100 years, motor cars of the Rolls-Royce brand have stood for truly outstandingengineering, quality and reliability."

Sense of Purpose.

Ensuring everyone has a strong sense of purpose is one reason we are able to retain the best

people at BMW, building organisational alignment where everyone in the company pursues a

common goal.

Our performance management system, called Portfolio, includes a 3-level target commitment

process which aligns individual targets with departmental and divisional objectives and

ultimately organisational objectives. Regular developmental reviews are conducted to makesure everyone has the right support, resources and motivation to achieve. The whole process

is central to our success and enjoys the highest level of commitment throughout BMW.

- for real responsibility and choice.

- to build self-esteem and identity.

- to experience a sense of making a real contribution.

Every great company has a set of norms and values exemplifying its culture and practices

over many years. We encourage our Associates (our in-house term for Employees) to

embrace the BMW values system known as We at BMW: the Associate and Leadership

Model of the BMW Group.


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The BMW Associate Model

Associates determine the success of our company. In order for the BMW Group to be

successful in the future all of us need to contribute our skills and abilities to the benefit of the

company and develop them further.The relationship between all associates needs to be

characterised by respect, mutual understanding, openness and fairness.

The BMW Leadership Model

This describes the range of behaviours that all managers must develop and demonstrate. High

performing managers must have excellent leadership, as well as technical competence. We

are not born with this but must develop it through continuous learning.This means thinking

constantly about your own behaviour and your personal attitude to change.

Diversity management at the BMW Group

At the BMW Group, Diversity refers to a holistic concept for handling diversity among people in the

company: uniqueness and individuality of employees are important values and contain potential for theindividual employee as well as for the company as a whole.

Considering the increasing shortage of skilled workers and the need to serve our existing markets and develop

new markets, a workforce with a good mix of ages and cultures is becoming more and more important, as isappropriate representation of women within the company, in leadership positions and in young talent

programmes. Management of diversity in the BMW Group therefore focuses on three key areas:

- age / experience- cultural background- gender

Employees. We support our employees with a wide range of services and

offerspositioning the BMW Group as the most attractive employer in the

automotive industry. We make every effort to attract the best people to join

us and offer the greatest possible job security. Our increasingly diverse workforceis motivated, competent and highly effectiveand a major contributor

to the future success of the BMW Group.

Areas of focus

Attracting and training employees

Competence management

Continuing education, training, life-long learning


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Demographic changeDiversity and equal opportunities

Employee remuneration

Employee satisfaction

Future working environmentHealth management

Human rights

Job securityOccupational health and safety

Social benefits and profit sharing

Workforce co-determination

Work-life balance

Social Responsibilityan overview

Responsibility for employees today and tomorrrow Programs promoting work-life balance

Efficient work structures / flexible work hour systems

Demographic change project today for tomorrow

Leadership and qualification

Healthmanagement 2020

Diversity

Value orientation in the supply chain


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Sustainability requirements as part of purchasing conditions

Selection of suppliers based on sustainability criteria

Societal Commitment Diverse commitment with a focus on long-termapproaches that are

internationally transferrable Corporate Volunteering

Involvement of foundations

BMW is committed to delivering mobility for future generations by taking up the challenge ofperforming in all three fields of sustainability: economic success; social responsibility and

environmental protection.

In terms of succeeding in terms of this triple bottom line, BMW seeks to establish a viable

balance between the interests of mankind, nature, technology, business, progress and the right

of future generations to an intact environment.

BMW is committed to ongoing sustainability through:

Minimising the use and diversity of materials in production. Using materials compatible with the environment such as recyclables and natural

materials.

Avoiding the use of environmentally harmful materials.

Designing components suitable for end-of-life recycling. Researching and developing alternative mobility concepts.

From the perspective of time dimension , we have to consider present and future aspects of bmw

company.

A look at DevelopmentFrom vision to reality

Since the company was founded, innovations have ranked among the BMW Group's success

factors. Gain an insight into our company's fields of Research and Development and get to

know people, processes and projects that are important for the ongoing visionary

development of our products.The BMW Group's success is based on innovative premium products. The driving force behind theseproducts are the approximately 9,300 people who jointly constitute the BMW Group's global researchand development network. Efficient development processes and a deeply rooted, day-to-dayinnovation culture create the prerequisites for the success of the three premium brands BMW, MINIand Rolls Royce. With the aid of a global development network, the BMW Group proves each and


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every day that it has taken the lead in the automotive industry with its products and its manufacturingprocesses alike.

Taking the lead

As the legendary management coach Peter F. Drucker once said, not many managers accept that,ultimately,

they only need to lead one person: themselves. In June 2010, the BMW Group launched itsLeadershipPlatform at the Munich headquarters, creating a forum for managers to learn more about its approachto leadership and to further develop their insights and achieve a joint understanding of the concept.Each one-day workshop comprised ten stations designed to encourage managers to reflect with their

peers on their role. Since it began, the LeadershipPlatform has generated considerable interest and is already fully booked out for the whole of 2011.Mobility of the future

Understanding mobility and how to deal with traffic represent a great challenge for the development

of future vehicles: because the mobility of the future demands a balance between global requirementsand individual needs. There is great demand for new solutions for sustainable and individual mobility.BMW Group is developing solutions for opening up new opportunities and responding to changingcustomer demands.

Key projects

Project I

Global developments such as the climate change, limited resources and growing urbanisationincreasingly strengthen many peoples desire to become aware of their social responsibility and toorganize their lives in a conscious and sustainable manner. As a result of this new consciousness, the

premise of individual mobility is also changing. Alterations to infrastructures, limited space andenvironmental pollution necessitate new mobility solutions. The EU is also aspiring to reduce theemission of climate-damaging greenhouse gases by 20 percent compared to 1990 by the year 2020.

The BMW Group foresees a future with electromobility. Hence, 2007 witnessed the launch of projecti, an initiative whose task it was as the spearhead of the BMW Group to develop sustainable andfuture-oriented mobility concepts. The long-term goal is the further development of the entire

company through new sources of stimulus and concrete projects in the areas of production,development and marketing.

Traffic management

The efficient use of traffic infrastructure requires strategic traffic management to control,

direct and inform motorists. For the development of this it is essential to consider and

explore the overall traffic system. The focus here is on the issues of mobility and

infrastructure, traffic flow and vehicle guidance, user behaviour and telematics.

In pilot projects new techniques and models for the future are being devised that use

sophisticated traffic systems to guarantee sustainable city traffic combined with the best

possible accessibility to city centres.

Cooperative traffic management.

Together with partners from the public sector BMW Group is pursuing the primaryobjective of efficient mobility for sustainable traffic.


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Traffic of the future.

The future begins now. Thats why BMW Group is especially interested in current mobility

research trends and in the opportunity to have a say in the traffic of the future.

Mobility services.

The desire for personal mobility is increasingly creating problems and restrictions for people in aworld of traffic that is becoming more and more complex. Above and beyond the constant furtherdevelopment of the car of the future, BMW Group is thus also heavily involved in the development ofinnovative services. Together with our partners concepts are being developed for connecting vehiclesto their environment by means of the most modern technology available.

Whatever the future may bringBMW is ready to meet it with innovative products and services.

Strategy Number OneBringing Our Strategy to

Life

Introducing an ambitious corporate strategy is all well and good, but the actual challenge lies inimplementing it. The BMW Group holds a series of events worldwide to encourage employees tobecome ambassadors of our corporate.

Strategy Number ONE.

In 2007, the BMW Group launched a far-reaching and comprehensive corporate strategy, Strategy

Number ONE. In combination with the O in ONE, the letter N stands for New Opportunities.In conjunction with the E, it indicates New Efficiency. Together, these two elements will help usachieve an ambitious vision: to make the BMW Group the leading producer of premium products and

premium services for individual mobility by 2020. As we strive to achieve our vision, we will focusconsistently on growth, profitability, working actively to shape the future, and on access to new

technologies and customers.

These core areas of action form the four pillarsof Strategy Number ONE.

Challenges Faced

Creating age-appropriate working conditions as the average age of the workforce rises at majorBMW Group locations

Securing young talent in key skill areas, in particular against a backdrop of demographic change,


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technological advances and changing customer needsCompeting successfully for qualified individuals: when it comes to attracting qualified peopleto work on future drive technologies, the BMW Group is competing with other automotivemanufacturersfor qualified IT and financial services staff; competition is tough across all industries

Continuing globalisation: securing competencies to meet local customer needs within global networks

CollaborationsCommitment to students

The BMW Group is always looking to maintain dialogue with teaching and research institutions. Thebest example of this is our collaboration with the Technical University of Munich (TUM). This iswhere technology students are also taught business skills (TUM Business Administration), whilstbusiness students are given an insight into technology. The BMW Group is also keen to promote

entrepreneurship in the university environment, such as with the 'UnternehmerTUM' or 'mentorING'programmes.

UnternehmerTUM.

'UnternehmerTUM' ('entrepreneurship') is the centre for entrepreneurship at the Technical Universityof Munich. It supports contact between universities and industry and helps students and researchers togain additional professional qualifications.

The BMW Group works closely with the 'UnternehmerTUM' initiative. The core of the

collaboration includes the 'Manage&More' programme. It prepares highly qualified students

and doctoral candidates from the TU Munich for future management positions in 18 months.

BMW Group managers personally mentor the scholarship students and get involved in the'Manage&More' innovation projects.

Administration some key facts

Attractive employer. Motivated and competent employees are more important now thanEverbefore in ensuring a companys success. By supporting our employees with services andinitiatives, we are consolidating the BMW Groups position as one of the most attractive employers inthe global automotive industry.

Attractive, performance-based remuneration. We reward above-average performance

of our employees appropriatelywith above-average remuneration. Additional socialbenefits and a new, Group-wide profit-sharing model enhance this approach.

Recruiting and training employees. As the leading premium provider in the automotiveindustry,we aim to play a decisive role in shaping change in our industry over the coming years.In order to do so, we are developing the competencies and talents of our highly skilled andMotivated staff through targeted, future-focused continuing education and training programmes

Diversity and equal opportunities. In all their diversity, our employees enjoy the samelevelsof appreciation, respect and opportunities. We have established concrete goals to make ourworkforceeven more diverse.


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Work-life balance. We are helping our employees reconcile their professional and privatelives by responding to their working-time requirements and to the care needs of their children andfamilies with a wide range of options.

Work, health and demographic change. Integrated health management, workinginitiativesto suit an ageing workforce and a high degree of job security are three factors thatare helping our staff maintain high-performance levels at the workplace. Our goal is to havethe healthiest workforce in the automotive industry.

Securing jobs and co-determination. The history of the BMW Group is one of successof fruitful collaborations between our employees, management and shareholders. Their consolidated,constructive efforts are fundamental to our profitability and to our ability to secureattractive jobs.

Project Report on BMW

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