Regional Chief Human Resources Officer — Passenger-Vehicle Business

The mandate

A change in the economics of the sector has made urgent a regional operating-model shift requiring new leadership and workforce choices within a listed integrated automotive and components manufacturer. The immediate arena is the passenger-vehicle business during a supplier-resilience gap. For mandate 275, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Regional Chief Human Resources Officer operating perimeter covers approximately ₩10,150 billion in regional revenue and programme portfolio, with activity spanning several passenger-vehicle business customer, product and delivery clusters rather than a single asset. The Regional Chief Human Resources Officer Automotive remit carries direct influence over roughly 800 colleagues and third-party capacity.

The board and its investment committee want a Regional Chief Human Resources Officer who can convert ambiguity into a short list of explicit choices for the passenger-vehicle business. The Regional Chief Human Resources Officer Automotive seat must resolve a supplier-resilience gap, while preserving the underlying strengths of the passenger-vehicle business. For mandate 275, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Regional Chief Human Resources Officer’s first year on the passenger-vehicle business is expected to end with leadership supply, workforce affordability and consistent employee relations. In mandate 275, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Regional Chief Human Resources Officer — Passenger-Vehicle Business seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the passenger-vehicle business remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Regional Chief Human Resources Officer value-creation thesis for the passenger-vehicle business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₩10,150 billion in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Regional Chief Human Resources Officer Automotive organisation of about 800 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the passenger-vehicle business economics and execution constraints created by a supplier-resilience gap, with Regional Chief Human Resources Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Regional Chief Human Resources Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the passenger-vehicle business; remove reconciliations that obscure accountability.
• Have changed an executive structure and workforce economics while sustaining critical talent and employee relations in mandate 275.
• Build the Regional Chief Human Resources Officer’s three-year succession and capability plan for the passenger-vehicle business, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the passenger-vehicle business baseline, meet the 30 stakeholders most consequential to a regional operating-model shift requiring new leadership and workforce choices, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Regional Chief Human Resources Officer portfolio and organisation choices for the passenger-vehicle business, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable passenger-vehicle business trend against leadership supply, workforce affordability and consistent employee relations, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Regional Chief Human Resources Officer’s agreed first-year passenger-vehicle business value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Regional Chief Human Resources Officer forecast that remains decision-useful across three consecutive quarters and reconciles the passenger-vehicle business’s operating, cash, customer and people assumptions.
• Closure of the Regional Chief Human Resources Officer mandate’s highest-priority passenger-vehicle business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical passenger-vehicle business talent and ready-now successors for at least 70% of the Regional Chief Human Resources Officer’s direct reports.
• A quantified Regional Chief Human Resources Officer-owned improvement in the passenger-vehicle business operating constraint behind a supplier-resilience gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 275: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Regional CHRO, People Director or Business HR Vice President in a listed Automotive or adjacent enterprise. In relation to the passenger-vehicle business, your Regional Chief Human Resources Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from automotive, industrial manufacturing, mobility, components or engineering services will be considered where the operating model, customer stakes and governance intensity match this Regional Chief Human Resources Officer brief.

As a Regional Chief Human Resources Officer candidate, you bring 18–22 years of progressive Automotive or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₩5,900 billion and led an organisation of at least 550 people.

For mandate 275, the board wants two transitions: a difficult passenger-vehicle business portfolio choice and a leadership-system change during a supplier-resilience gap. As the prospective Regional Chief Human Resources Officer for this passenger-vehicle business, you must challenge optimistic cases and still create followership. References for mandate 275 must distinguish your contribution from the institution around you.

The Regional Chief Human Resources Officer must be based in Seoul; international relocation is supported, but this Automotive role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Regional CHRO, People Director or Business HR Vice President, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven Regional Chief Human Resources Officer ownership of at least ₩5,900 billion and leadership of no fewer than 550 employees in a comparable passenger-vehicle business context.
• One completed Automotive or adjacent-sector example of a regional operating-model shift requiring new leadership and workforce choices with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from automotive, industrial manufacturing, mobility, components or engineering services; experience that is purely functional and lacks Regional Chief Human Resources Officer-level passenger-vehicle business consequences will not meet the bar.
• Willingness to meet the Seoul location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 275.

Compensation and terms

The anticipated Regional Chief Human Resources Officer package is ₩420–560 million base + annual incentive, calibrated to the final passenger-vehicle business scope and the candidate’s current mix. Any long-term participation for mandate 275 follows standard vesting and performance conditions. The Regional Chief Human Resources Officer appointment in Seoul, centred on the passenger-vehicle business, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 275.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 275. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 275.