Siemens 2011 Annual Report Download - page 171

153 D. Consolidated Financial Statements
273 E. Additional information
143 C.2 Additional information for supplemental
financial measures
145 C. Siemens AG (Discussion on basis of
German Commercial Code)
151 C. Notes and forward-looking statements
140 C. Information required pursuant to Section  ()
and Section  () no.  of the German Commer-
cial Code (HGB) and explanatory report
142 C. Compensation report and Corporate Governance
statement pursuant to Section a of the German
Commercial Code (HGB)

provements. Electrical power efficiency was up %, but be-
low the target of %. We significantly exceeded our target for
water efficiency, which came in % above the baseline due in
part to reductions in water consumption in past years. By fis-
cal , our environmental performance with respect to
waste was up 14%, slightly below the target of %.
Currently we are setting the next round of targets for our envi-
ronmental program with the aim to further improve our envi-
ronmental performance in the categories climate protection
and energy, waste, water and air.
C... EMPLOYEES
Key perfomance indicators

Year ended September ,
 
Employee fluctuation rate 12.9% 12.9%
Proportion of women (percentage of
employees in management positions) 14.6% 13.7%
Expenses for continuing education
(in millions of €) 251 225
Expenses per employee for continuing
education (in €)  608 560
1 Continuing and discontinued operations.
2 Employee fluctuation rate is defined as the ratio of voluntary and involuntary exits
from Siemens during the fiscal year to the average number of employees.
3 Without travel expenses.
Our employees are a key success factor for our Company. We
therefore aim to attract, develop and retain the best and
brightest employees worldwide. Our sustainable human re-
sources policy focuses on diversity, learning and continuing
education, supporting a high-performance culture, and occu-
pational health and safety. Fair-minded collaboration among
company management, employees and employee representa-
tives plays a central role at Siemens.
Securing jobs for our people is a key component of our human
resources efforts. It is not just a matter of securing their ex-
pertise for Siemens. We also accept our social responsibility as
one of the largest corporate employers in Germany and world-
wide and respect and uphold the fundamental rights of our
employees.
In fiscal year , , Siemens employees took part in
our worldwide employee survey relating to employee engage-
ment and compliance (Siemens Global Engagement and Com-
pliance Survey ). The survey was globally distributed in
 languages across our Company. The results were even bet-
ter than in the previous year and continue to demonstrate the
strong commitment of our employees to Siemens, its values
and its strategy. The survey results also identify potential ar-
eas for further improvement, which will be assessed by the
Company.
Diversity
As a global technology company, Siemens must be able to re-
cruit talented people around the world and create an environ-
ment in which they can best develop and contribute their skills
within the Company. Our diversity efforts are coordinated by
our Chief Diversity Officer and follow three main principles:
> We want to have the best person for every position.
> We want to provide opportunities for diversity of experience
and interaction.
> We want to achieve diversity of thinking across our Company.
Employees by segments as of September ,  (in thousands)
1 Continuing operations.
Financial Services:
3 (1%)
Industry:
174 (48%)
Energy:
98 (27%)
Healthcare:
51 (14%)
Other: 35 (10%)

Employees by regions as of September ,  (in thousands)
1 Continuing operations.
2 Commonwealth of Independent States.
Europe, C.I.S. , Africa,
Middle East: 218 (60%)
therein Germany: 116 (32%)
Asia, Australia: 60 (17%)
therein China: 29 (8%)
therein India: 18 (5%)
Americas: 82 (23%)
therein U.S.: 56 (15%)
