Siemens 2011 Annual Report Download - page 71

56 Use the power of Siemens
Unleash the strengths of
82 an integrated technology company
57 Encourage lifelong learning and development
58 Empower our diverse and engaged people worldwide
60 Stand for integrity
59
On December 15, 2010, Peter Löscher launched
the
Siemens Diversity Charter.
Since then, nearly 15,000 Siemens employees
have committed themselves to actively promoting diversity.
www.siemens.com/diversity
To continue driving diversity within our organization,
we’ve launched a number of measures and projects.
These initiatives include lectures and seminars on top-
ics such as unconscious prejudices. In a first step, many
of our 160 diversity ambassadors and GLOW members
have been invited to attend these events. With demo-
graphic change also affecting Siemens, we’ve estab-
lished special working groups and networks that pro-
mote cross-generational knowledge transfer, thus
safeguarding existing knowhow for the Company.
Motivated employees are what make Siemens strong.
And the countless ideas of our workforce are improving
our organization all the time. Under our 3i Program, the
employee suggestion system introduced in 1997, some
1.5 million ideas had been put into practice by the end
of fiscal 2010 – resulting in savings of over €3 billion.
Today, we’re implementing 400 to 500 new 3i ideas ev-
ery day and working vigorously to anchor our culture of
idea management – which has been a hallmark of
Siemens for over 100 years – at our locations in growth
markets.
To find out how we can further boost workforce motiva-
tion, we regularly conduct employee surveys worldwide
in 39 languages. In fiscal 2011, the number of employees
participating in the surveys surpassed the high level of
the previous year. The survey input is systematically
applied to enhance our processes. An internal network
of experts helps our managers evaluate the results, de-
riving and implementing concrete proposals for im-
provements. First projects and initiatives spawned by
last year’s survey show just how serious we are about
putting our people’s suggestions into action. For exam-
ple, in the U.S., we’ve set up a program to better recog-
nize and reward employee achievements. In the Czech
Republic, our Regional Company has launched a broad-
based training program for employees and managers.
In China, we’re expanding the expertise of a variety of
specialist teams through specially developed training
programs. And in Germany, we’re offering health man-
agement seminars for our employees.
Our success is based on a shared commitment. That’s
why we’re particularly proud of the fact that some
120,000 employees – nearly a third of our total work-
force – are Siemens shareholders. This is a clear sign of
our employees’ trust in our values and vision and in the
strength and future of our Company – a sign that has
also attracted the attention of external observers. In the
summer of 2011, the Global Equity Organization (GEO),
an industry association, honored us with its highest
distinction, the GEO Judges Award. The jury particularly
commended our efforts to enable virtually every
employee worldwide – regardless of job and location –
to become a co-owner of Siemens.