Siemens 2012 Annual Report Download - page 66

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By ensuring a continuous transfer of knowledge and infor-
mation in all areas that concern Siemens as a whole, our
cross-business activities are playing a vital role in our drive
to unleash the full potential of our integrated technology
company. Our commitment to expanding our service offer-
ings via innovative IT solutions is just one example of
how knowledge transfer is benefiting us and our customers.
Many areas, one goal – Optimal
knowledge transfer Company-wide
We talk to each other. We learn from each other. And all
of us get a little better every day thanks to our wide range
of cross-business activities, initiatives and programs that
address topics relevant for our entire organization.
Our search for the talented individuals we’ll need to conquer
the markets of tomorrow is one of our key cross-business activ-
ities. To assess our employees’ expertise and potential, we use
transparent, uniform criteria across all our Sectors and Divi-
sions and in all our businesses worldwide. Siemens’ Learning
Campus (LC) – a Company-wide organization that fosters
lifelong learning and personal development – is where it all
begins. Our Divisions contribute their knowhow, and LC
ensures that best practices are communicated to our people
around the globe. Every year, more than , Siemens
employees participate in seminars, training programs, work-
shops and global e-learning initiatives, accelerating knowl-
edge transfer within the Company and making us that much
smarter. Our commitment to education is also receiving exter-
nal recognition. In fiscal , for example, we were again
awarded the highest possible number of points in the Human
Capital Development category of the Dow Jones Sustainability
Index (DJSI) – the third time we’ve received this distinction.
Siemens Leadership Excellence is our continuing education
program for managers. Here – as well as in the related Siemens
Leadership Framework – we apply Company-wide standards
that help us foster the development of our future top managers
in an individual, targeted manner, while motivating them to
work toward our common goals.
One of our goals is to expand our businesses in the emerging
countries, where the demand for economical products and
solutions has not yet been completely met. For these coun-
tries, we’ve launched our SMART (simple, maintenance-
friendly, affordable, reliable and timely-to-market) initiative to
develop new, entry-level products tailored to local require-
ments – for the benefit of our entire Company. In the emerging
markets, SMART has made our Healthcare Sector, for example,
the leading supplier of entry-level imaging systems. In China,
we’re the market leader in intelligent rail signaling systems –
posting annual growth of some % over the last five years.
As part of our Company-wide top+ initiative, we provide our
business units with methods and tools for implementing the
SMART initiative and systematically improving their business-
es. The top+ initiative also entails organizing cross-Sector and
cross-Division knowledge transfer and awarding prizes for
outstanding projects.
Continuous knowledge transfer
and information exchange are making
a vital contribution to our
Company’s success.