As the automotive industry undergoes one of the most profound transformations in its history—driven by climate imperatives, shifting consumer behaviours, and rapid technological change—the role of the Chief Human Resources Officer (CHRO) has expanded in lockstep.
At Inchcape, we see the CHRO not just as a Chief Change Officer, but increasingly as a Chief Sustainability Enabler, responsible for humanising and accelerating our journey towards sustainable, inclusive mobility.
The 2025 Inchcape DRIVERS OF CHANGE study confirms what many of us already feel on the ground: the transition to new energy vehicles (NEVs) is well underway, fuelled by rising consumer interest, regulatory tailwinds, and a growing sense of urgency around climate action.
Yet this transformation is as much about people as it is about products and platforms. And in a diverse region like Asia-Pacific, the people agenda must lead the way.
A human-centric approach to sustainable mobility
Our Drivers of Change report revealed a marked shift in consumer sentiment toward NEVs, especially in markets like Asia-Pacific and Latin America. Customers are increasingly prioritising sustainability and environmental impact in their purchase decisions.
However, persistent barriers—like inadequate charging infrastructure, low consumer awareness, and limited affordability—remain key obstacles.
From an HR lens, this highlights the need for internal and external education, local market agility, and a workforce capable of navigating uncertainty while championing change. Our HR teams play a pivotal role in developing frontline capabilities, shaping sustainability narratives, and supporting local teams in co-creating solutions with communities and customers.
Enabling the Accelerate+ vision
At Inchcape, our Accelerate+ sustainability framework underpins our ambition to drive long-term value while actively reducing emissions and enhancing our NEV offerings. Our HR strategy is aligned with this goal—focusing on building green skills, fostering inclusion and diversity, empowering purpose-driven leadership, and embedding the sustainability strategy across the employee lifecycle.
From change management to capability building
The shift to NEVs and electrified ecosystems demands new skills across every level of the organisation, from sales and aftersales to digital and engineering roles. According to the Drivers of Change study, technological advancement is reshaping the future of work in our sector faster than ever.
To keep pace, we’ve launched targeted upskilling programmes, market-specific academies, and leadership labs . In APAC, where talent availability varies significantly across markets, we are also investing in cross-border mobility and talent exchange initiatives to build resilience and bridge capability gaps.
Mergers with Purpose, Culture with Intention
Inorganic growth remains a key pillar of Inchcape’s expansion strategy. But with every acquisition, our challenge is not just integration—it’s alignment on sustainability and purpose. In recent integrations, HR has served as both culture broker and sustainability ambassador—facilitating dialogue around shared values, activating inclusive engagement rituals, and embedding sustainability KPIs into leadership expectations from day one.
Local Agility, Global Vision
One of the most compelling findings from the Drivers of Change study is that the transition to sustainable mobility is highly localised. Charging infrastructure, government incentives, and consumer readiness differ dramatically across markets.
Our role in HR is to tailor transformation approaches with precision and empathy. In Singapore and Hong Kong, we’re scaling NEV and EV product knowledge and sustainability engagement. In the Philippines and Indonesia, we’re working closely with local teams to support market entry strategies that address infrastructure gaps and community needs. Local leaders aren’t just implementers—they’re co-designers of the change journey.
Sustainability embedded in EX
Our employee engagement platform, Inchcape Invests In You, now includes sustainability learning journeys. We’ve also scaled our wellbeing and inclusion initiatives, recognising that resilience and psychological safety are foundational to sustainable performance.
We use ongoing feedback loops—such as our “Be Heard” surveys—to track sentiment around change, ensure employees aren’t overwhelmed, and adapt at pace. Because in a world of continuous disruption, listening is our most powerful tool.
The CHRO’s expanding mandate in a decarbonising world
The automotive industry is not just transitioning to NEVs—it’s redefining mobility as a human right, especially in emerging markets where vehicle ownership is still linked to job access, education, and freedom. This context demands that CHROs operate at the intersection of business transformation, social impact, and climate responsibility.
We are now tasked with more than change management—we are shaping the workforce of the future, driving inclusive growth, and ensuring the sustainability transition leaves no one behind.
As Chief Human Resources Officers, we are:
- Translating ESG strategy into workforce strategy
- Embedding sustainability into culture
- Enabling technological and behavioural shifts
- And most importantly, putting people at the centre of the transition
This is a defining moment for our industry—and for us as HR leaders. As the automotive landscape continues to evolve, our ability to lead with purpose, empathy, and urgency will define whether the mobility revolution is just technologically advanced—or truly sustainable and human-first.
Inchcape’s global ambition is clear: a cleaner, more connected, and more equitable future of mobility. But it is our people who will power that future—and it is our job, as CHROs, to ensure they are ready.