Laura Butcher is the first person to hold the role of vice president at Seat in its history. Since July 1, he has led the People and Organization department, a position previously occupied by Xavier Ros who has since moved to Audi. Butcher has spent years at Seat, beginning in 1999, and has worked across numerous areas such as production techniques engineering, product planning, training and development management, and personnel leadership. This breadth of experience gives him a unique negotiating perspective grounded in hands-on knowledge of the company.
He oversaw the signing of the collective bargaining agreement today, in collaboration with the workers’ representatives. Seat, along with Cupra, will remain a unified entity through 2026. The central body signed the agreement on June 17, and on July 1 Butcher sealed his new contract as head of People and Organization with a signature he kept as a keepsake. In his first interview as vice president, the discussion explored the dual aspects of engineering and humanism that have propelled Seat’s ongoing transformation. A piano and music enthusiast, he hopes to discover the key to directing Seat into a successful future.
Did they secure a solid deal?
Absolutely. The electrification agreement enables the company to pursue a transformation that will unfold in the coming years. It is a socially responsible framework that positions Seat as a future-proof, sustainable, and resilient organization amid unprecedented uncertainty, including a pandemic, a semiconductor shortage, the Ukraine conflict, energy challenges, and rising transport demands. The achievement reflects the joint effort of unions, the company, and the workforce, and it represents a secure path forward.
Will this agreement stabilize the company?
A transformation of this magnitude requires labor stability and improved economic conditions for employees. The agreement offers the organization greater flexibility and aligns its size and capabilities with anticipated needs. It lays a foundation for adaptive growth and long-term readiness.
Are other firms in the industry looking to similar deals and could Seat be a benchmark?
Seat aims to mirror industry standards while remaining distinctly responsible and well-prepared. The intent was to craft a deal that is robust, socially mindful, and capable of supporting the company through transformation and through the necessary upskilling for the workforce. The future benefits both Seat and the broader sector due to shared learning and adaptation.
Has electrification shaped the bargaining?
Electrification stands as a central element for both the company and the negotiation. It reflects industry and societal demands for greater sustainability. The path is viewed as an opportunity to educate and transform staff, aligning the company’s structure, scale, and future with a robust, agile, profitable, and sustainable profile.
Do workers understand the scope of electrification?
There is a clear belief that there is no alternative plan. Society expects electrified, more sustainable mobility, and the workforce recognizes this shift as the path forward.
Was any aspect of the negotiation particularly challenging?
The main challenge was keeping the focus on transformation amid uncertainty never seen before. The team understood that evolving circumstances required a new mindset. Once the changes are internalized, progress tends to accelerate. People realized that the process could be smoother than expected when viewed in perspective, and the organization began moving toward substantial changes almost without noticing it.
Was the deal necessary for future plans such as electrification and transformation?
The plan does not hinge on a single moment. The industrial strategy is centered on electrifying the brands and plants, while also building internal capabilities. A new brand, Cupra, is being integrated alongside Seat, as two complementary pillars. The focus is on education and transforming abilities, not on competition between the two elements.
With rapid technological changes ahead, is education a priority?
Education has always been a cornerstone. Seat has developed into a reference for apprentices and internal training, supported by access to VW resources. The goal is to deliver high-quality training for employees and to extend learning opportunities to external providers. This is a broad country project that underpins a culture of continuous development and a commitment to a skilled workforce.
Is a ready blueprint in place for this electrification journey?
A solid blueprint exists, but electrification will require a larger educational footprint. The aim is to ensure every production team member understands how the car is built, from design to assembly. Plans include expanding the electrification training center and exploring new levels of training to sustain progress and prepare for a future filled with new technologies.
Does varied experience across roles help in negotiating these terms?
Diverse experience informs a broader view during negotiations. Starting in production and industrial engineering provided insight into people dynamics across the organization. That broad exposure underpins a leadership approach focused on people and organizational development, which has guided the negotiation through complex transitions.
The agreement extends to 2026, but change is rapid. Will there be further negotiations soon?
The logic is straightforward: if needed, more shorter-term negotiations can follow. The framework supports adaptability as conditions evolve, ensuring Seat remains ready to respond to future challenges with agility and resilience.
Departures to Sagunt
Has a solid exit plan been prepared?
The arrangement includes social responsibilities. A voluntary social plan is offered for those over 61 who choose to benefit. This approach helps adapt the organizational structure to be sustainable and agile, while new opportunities emerge, such as a battery factory in Sagunt. There are individuals interested in these opportunities, and the company supports efforts to expand Seat Components and other circular economy initiatives that increase value and safeguarding jobs.
Will there be more exits by 2025 due to electrification?
The plan covers 2025 with the organizational structure needed for the next phase. It includes Sagunt battery factory, Seat Components, and circular economy measures that align with the original objectives. The approach balances restructuring with social considerations to maintain stability while advancing transformation.
Will workforce flexibility be key to earning new rewards?
Efforts continue to bring new projects to the factory. The deal supports active participation in new Seat ventures. Flexibility and competitiveness drive success, and leadership is steering the small BEV project Future Fast Forward, adapting to the semiconductor crisis, and enabling new domestic initiatives that strengthen the company.
As Seat’s first vice president, will more women reach top management?
Women account for 25 percent of Seat’s management. While not yet 50 percent, this figure is competitive within the industry. The aim is to elevate talent and performance based on ability, not gender. The leader emphasizes a people-centric approach, with ongoing progress as more capable candidates advance on merit.
Education is Key
Are talent development and education meeting expectations?
From 2015 to 2020, the focus was on training and apprenticeship, leveraging technology and internal VW resources to deliver high-quality programs. The goal remains to provide top-tier training for Seat staff and external participants. This is a nationwide effort to ensure a steady supply of skilled professionals who deliver excellent results.
Is there a ready plan for further educational expansion?
The plan calls for a further leap. Electrification will demand a larger education footprint, ensuring every operator and designer understands the vehicle. An electrification training center will keep growing, with expansion to a second floor as a tangible pathway to the future.
Is experience across different roles crucial for negotiating future deals?
Yes. A broad view improves negotiation outcomes. Rotating through departments nurtures empathy and understanding, helping leadership see people as a core asset. This shift from production to people and organization has been pivotal.
Do the terms allow for quicker deals as conditions change?
It makes sense to have flexibility for shorter-term arrangements when necessary. The system is designed to respond rapidly, balancing long-term strategy with the need for timely adjustments.