Ewa Korwek

How do you recall your first day at MBMPL?
My first day at MBMPL coincides with the very first day of the company's existence because I was the one who established it. Formally, I was employed for the first three months (November 2016–January 2017) by Mercedes-Benz Polska, the company selling cars in Warsaw. That day was February 1, 2017 – we held a full-day workshop with headquarters on personnel planning. On that day, together with CEO Andreas Schenkel, we were thrilled to see that our systems (e.g., HRWT) and email were operational after we were separated from Mercedes-Benz Polska. On that same day, for the first time, employees such as Anna Frąckowiak, whom I had hired, reported to work at our then-office at the market square in Wrocław.

Seven years have passed; how would you summarize them?
For me, these seven years ended on November 1, 2024. They were undoubtedly dynamic and intense.

What was the biggest challenge?
So far, it was the Covid-19 pandemic. Now, the biggest challenge is transforming a well-functioning battery and engine factory into an equally successful plant producing vans.

What has surprised you the most so far?
The participation of women in our workforce. This is the only KPI where my initial estimates (from 2016) were significantly underestimated. I am very proud that women make up nearly half of our team.

Which benefit do you value the most and why?
I wouldn’t want to have to choose just one. For me, learning a foreign language is very important, but I also value Luxmed medical care. Unfortunately, due to my health condition, I use it quite often. The Culture and Sports Cards, as well as the Helping Hand platform, are also very important.

In a few years, vans “made in Jawor” will be rolling out. Another big project – this time a transformation – is the next step forward. Which of the People Principles is the most important to you in the context of this transformation?
A natural response would be Agility, which means fostering a culture of change and quick adaptation. However, as a manager, I choose Empowerment, understood as motivating and supporting employees in achieving the best results and succeeding in entirely new challenges, such as the transformation from PT to vans.