Siemens 2010 Annual Report Download - page 134

6 To our shareholders 21 Corporate Governance 49 Combined management’s discussion and analysis
50 Business and operating environment
78 Fiscal  – Financial summary
81 Results of operations
98 Financial position
110 Net assets position
113 Overall assessment of the economic position

Diversity scorecard – We are implementing practices that
promote diversity throughout the Company. As part of this ef-
fort, we recorded and analyzed relevant data and developed a
set of parameters as well as a scorecard to measure our prog-
ress in five strategic areas: professional knowledge, diversity at
all levels, composition of our top talent pool, culture and
branding, and experience mix.
Diversity in management – The percentage of women in
management at Siemens has increased by more than %
compared to fiscal , to .% in fiscal . In fiscal ,
we systematized the recruitment processes for key manage-
ment positions at Siemens to help ensure that the preliminary
selection of candidates reflects the diversity of our customers
and employees at all levels and in all regions.
Work-life balance – A growing number of employees seek
more flexibility in how they balance work with the rest of their
lives, particularly childcare responsibilities. Taking the respec-
tive local conditions into account, providing this flexibility
helps us increase employee diversity, and also gives Siemens
an advantage in recruiting and retaining employees. At many
of our locations worldwide, we now provide options for flexible
work schedules, part-time work and telecommuting. At the
same time, particularly in Germany, we are expanding the
availability of childcare options near the Company, such as
nurseries, daycare centers and children’s after-school centers –
taking local conditions into account. We intend to further work
on increasing flexibility and improving work-life balance for
our employees throughout Siemens.
Learning and continuing education
We aim to further develop the qualification and expertise of
our employees at all locations. In fiscal , we invested
around € million for continuing education (without travel
expenses), which equals about € per employee. These ex-
penses include training courses and programs both for indi-
vidual employees and for entire organizational units or catego-
ries of employees. For example, we prepare our next-genera-
tion managers for their future responsibilities through the
Siemens Leadership Excellence Program. So-called global Core
Learning Programs impart skills and capabilities specific to the
requirements of particular job categories. Functional training
measures address the development of specific skills within
particular business functions. Cross-functional training im-
proves skills and capabilities that are relevant across multiple
job categories or business functions.
In addition, Siemens continues to be one of Germany ’s largest
providers of vocational training for secondary school gradu-
ates. As in prior years, we again made an additional  trainee
positions available to disadvantaged youth.
Supporting a high performance culture
The variable compensation component which is mandatory for
our top executives and senior management worldwide con-
tains three target categories: Unit Performance (against inter-
nal financial targets as well as further strategic unit targets,
such as performance against competition and targets related
to our Compliance Program), Individual Performance and
Siemens Performance, thus striving for and ensuring high
performance at all levels. In addition, and with the clear inten-
tion of fostering a broad-based equity culture in the Company,
we also have several equity participation programs in place,
both for senior management and other employees. It is our
strong belief that employees that are shareholders think and
act in a responsible and entrepreneurial way – a fundamental
prerequisite for the sustainable development of our Company.
For further information regarding these programs, see “Notes
to Consolidated Financial Statements.”
Employee rights and relations to works councils
We aim to respect and uphold the fundamental rights of our
employees. Underscoring this commitment, Siemens joined
the United Nations Global Compact in . We declare our
adherence to core principles such as the United Nations’ Uni-
versal Declaration of Human Rights, the Declaration on Funda-
mental Principles and Rights at Work of the International Labor
Organization (ILO), and the principles of the Rio Declaration of
the United Nations. The various principles are also reflected in
our Business Conduct Guidelines. In addition, fair-minded
communication and collaboration among our Company ’s man-
agement, employees and employee representatives plays a
central role at Siemens. This collaboration includes sharing
information on all sides in a timely manner and maintaining an
open dialogue among all parties.
Occupational health and safety
The breadth of our business activities poses a variety of poten-
tial health risks for our employees. We address these risks by
establishing centrally defined rules and applying them locally
in combination with programs appropriate to actual business
operations. In addition to a set of guidelines focused on occu-
pational health and safety (OHS), we also include OHS topics
in our Business Conduct Guidelines, our internal monitoring
systems and our risk management and internal control system.