We’ve been about getting off the beaten track from the get-go. Convinced we must dare to improve, innovate, experiment, and put people first, to be the change we know needs to happen. And our employees embody this mentality. Because when you embark on a journey with a car manufacturer that doesn’t take the easy road, you won’t either.
At Polestar, we don’t believe in fancy titles and hierarchies. We employ a flat organisational structure, elevating employees’ responsibility while eliminating excess management layers, aiming to improve communication and coordination.
In our Chengdu production centre, where a total of 200 employees work, our human-centric focus is particularly noticeable.
“Employees can go to department heads directly if they need any support. This makes things move much more efficient and is highly appreciated by our people,” says assistant general manager Leo Xie.
To create an agile workplace, project teams are built with competence, not position in mind. The approach also allows employees to explore roles outside of their original scope of work.
Chosen employees from different departments are given a large-scale project within an area they are new to and asked to take up the leading role. Ultimately, the aim is not only to recognise these employees, but to build them up, help develop their skills to a point that allows them to pursue new career goals with full support.
For Chao Wang, who on paper is a process engineer, this meant being asked to write a book about carbon fibre reinforced polymer (CFRP). Prior to the project, Chao Wang had never worked with CFRP. And he’d certainly never written a book. But as a true Polestar, he didn’t shy away from the challenge.
Now Chao Wang has quite literally written the book on CFRP, becoming the author behind the production centre’s inaugural publication.
“We encourage our people to continue to learn and study, utilising the latest concepts and tools. By sharing our collected experience, we’re committed to creating a chance and a change for our people,” says Benoit Demeunynck, managing director.
At the Chengdu production centre, we’re accelerating the change to a more sustainable automotive industry, always looking for ways to gain new ground. By providing the opportunity to grow and develop through unorthodox challenges, so are our employees.
Because it takes stellar people to run a state-of-the-art production facility.
The aim of a halo car is to capture people’s imaginations. To get them talking. And keep them talking. In that sense, Polestar 1 has more than fulfilled its purpose. Now an era is drawing to a close. To commemorate its life in the limelight, we decided to enhance its star qualities further. Because if you’re going to say goodbye, you might as well do it in style.
Circulor is a company that works with blockchain technology to trace materials and help companies achieve more sustainable and transparent supply chains. We spoke with CEO and co-founder Doug Johnson-Poensgen about traceability-as-a-service, proving responsible sourcing, and the LCA report that was recently released by Polestar.
China is the world’s largest EV market. It’s also Polestar’s second home, the site of all of our manufacturing facilities, and the place that enables us to realise our technological and design ambitions on the scale required to truly drive (see what we did there) the e-mobility revolution.