OEM&Lieferant Ausgabe 1/2023

99 mobile was prophesied in every crisis, the result of overcoming the crisis was crowned with success every time. The fact that this was possible was not least due to the fact that mobility is one of the basic human needs. Enabling, promoting, and developing it is the basis of economic success and cultural inspiration, because it not only brings people and goods together to achieve an economic optimum. In addition, mobility creates interpersonal encounters, exchange, and mutual understanding. And this is precisely the reason and approach to mastering the new challeng es facing the automotive industry. And that is precisely why the current transformation process must and will succeed. Compared to previous challenges, the tasks ahead seem gigantic indeed. Mega topics such as e-mobility, digitalisation, automation and robotics, the use of artificial intelligence in the vehicle, in production and development processes as weil as in the transport infrastructure and, not least, climate protection as the overriding goal form the core of the challenge. What is new - compared to historical challenges - is the time dimension. With its Climate Protection Act, Germany has committed itself to reducing its greenhouse gas emissions by 65 percent by the end of the decade compared to 1990. Europe is to be climate-neutral by 2050. In the transport sector, greenhouse gas emissions are to be reduced from 146 million tonnes of C02 in 2020 to a maximum of 85 million tonnes of C02 in 2030. This deadline alone rules out a consecutive approach and calls for a comprehensive, networked strategy process that includes all those involved in the automotive value-added process. This transformation affects every single element of the traditional value creation process, both vertically and horizontally, and necessarily leads to drastic changes that are initially also associated with negative consequences. This is most evident in the changeover to e-mobility, which has a significant impact on the scope and structure of employment. On the other hand, however, new opportunities are arising - especially in battery development, production, and disposal, which previously existed only rudimentarily or not at all on this scale. Especially the disposal of batteries that can no langer be used must be embedded in an industrial circular economy that fits seamlessly into the automotive value-added process. The situation is similar with the development of new types of drive and the use of alternative energy sources such as green hydrogen and synthetic fuels. Synthetic fuels are an imperative element in solving the problem of vehicles with classic internal combustion engines that still exist worldwide. They can only continue to be operated in a climateneutral manner by using this type of fuel. The use of green hydrogen is particularly urgent for heavy trucks in long-distance transport, which is currently not economically feasible with electric drive. These technological challenges, which are only listed here as examples for others, can solely be solved through a closely networked system of technology transfer in which not only companies, research institutions, associations, and chambers of commerce, but also politics and trade unions are to be involved. Trade unions particularly have a special role to play in this process. The decisive success factor in overcoming crises and developing new products and processes was and is the qualification and flexibility of employees. And this is especially true today. Traditional occupational and qualification patterns are changing fundamentally. The problems of today cannot be solved with yesterday's traditional knowledge and experience. But this also ap- - Summary plies to practised negotiation patterns in the talks between the bargaining partners. The insistence on vested interests and the prevention of a necessary compulsion to make qualitative adjustments are not a contribution that will help to lead our industry back to the leading international position it has held for decades. However, the collective bargaining partnership that has been practised in recent years should make us confident that this will also succeed again in the implementation of the necessary transfer measures. autoregion e. V. https://www.autoregion.eu/en 121 Contact https://autoregion.eu/en/contact 121 Events https://autoregion.eu/en/termine 121 Transformation in der Automobilindustrie - Vision und Herausforderung Von Armin Gehl, Geschäftsführer des autoregion e. V., Saarbrücken Der autoregion e. V. ist ein eigenständig arbeitendes, komplementär-ergänzendes Organ zu den bestehenden Automotive-Netzwerken der Großregion, die dezentral in ihren Regionen Saarland, Rheinland-Pfalz und Luxemburg arbeiten. Armin Gehl zieht in seinem Beitrag einen roten Faden durch die Entwicklungsgeschichte der Automobilindustrie während der letzten Jahre bis heute, die insgesamt als ein permanenter, vom Wandel geprägter Transformationsprozess angesehen werden kann. Schaut man bei der Suche nach der Bedeutung eines Begriffs einmal nicht - wie heute üblich - bei Google nach, sondern in der 19. Auflage der BROCKHAUS Enzyklopädie von 1993, findet sich dort unter dem Stichwort „Transformation" die bildungssprachliche Erläuterung „Umformung, Umgestaltung, Umwandlung" und die Definition, wonach es sich bei der Transformation um die „grundlegende Umgestaltung" eines „wirtschaftlichen, politischen und gesellschaftlichen Systems" handelt. Und in der Tat, es scheint sich um kein neues Phänomen des Internetzeitalters zu handeln, wenn die in analogen Dimensionen denkenden und schreibenden Lexikonautoren des ausgehenden letzten Jahrtausends eine für die aktuelle Situation der globalen Automobilindustrie durchaus zutreffende Beschreibung und Erläuterung zu liefern in der Lage waren. Betrachtet man die Entwicklung der internationalen Automobilindustrie über die letzten 50 Jahre, muss man feststellen, dass die einzige ... Weiterlesen https://t1 p.de/l0vdz 0

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