Siemens 2013 Annual Report Download - page 222

92 A. To our Shareholders
117 B. Corporate Governance 155 C. Combined Management Report
156 C. Business and economic environment
173 C. Financial performance system
179 C. Results of operations
192 C. Financial position
204 C. Net assets position
207 C. Overall assessment of the economic position
209 C. Subsequent events
210 C. Sustainability
227 C. Report on expected developments and
associated material opportunities and risks

encourage life-long learning and development, offer an attrac-
tive working environment and ensure occupational health and
safety.
Siemens believes that employee engagement is a key driver for
sustainable company performance. An engaged workforce
drives innovation, growth and profitability. Since , the
Siemens Global Engagement Survey has been seen as an im-
portant management tool. Moving forward, the Engagement
Survey will be conducted on a biennial basis to allow more
time to set measures and to follow-up on improvements.
Demographic change, lifelong employability and cross-genera-
tion collaboration are Siemens’ key challenges to be mastered,
and we see differences between regions and labor markets. To
remain an employer of choice, we are taking appropriate ac-
tion based on local needs. For example, with the proportion of
employees older than  continuously rising in Europe and the
U.S., supporting employability of our experienced employees
and ensuring knowledge transfer are important measures. On
the other hand, this age group makes up just % of the work-
force in Asia with % of the workforce age  or below. Here
the heterogeneous professional qualifications require offer-
ings for early learning opportunities for the group age  or
below. Based on a common approach, we are encouraging the
exchange of proven practices between countries and are fos-
tering leadership awareness around collaboration in cross-gen-
eration teams.
C... DIVERSITY
As a global player, the vast and diverse range of our employ-
ees’ capabilities, experience and qualifications forms a substan-
tial
competitive advantage, and supports our value pro position
as an employer.
The Global Diversity Office coordinates strategies, measures
and programs across Siemens following these principles:
> we want to have the best person for every position,
> we want to provide opportunities for diversity of experience
and interaction, and
> we want to achieve diversity of thinking across our Company.
Diversity networks and programs – Our various global diver-
sity networks promote and discuss diversity topics across the
Company. These groups and programs include the Global
Leadership Organization of Women (GLOW), Diversity Ambas-
sador and GENE, our generations network to foster cross-gen-
eration exchange. In addition, we have over  local employ-
ee networks worldwide with employees actively engaged in
diversity-related programs and activities.
Diversity Scorecard – To measure our progress in the area of
diversity, we have a scorecard of five parameters, which we
track yearly and compare to prior years: These five parameters
include professional knowledge, diversity at all levels, compo-
sition of our top talent pool, culture and branding, and experi-
ence mix.
Diversity in management – We’ve developed our manage-
ment recruitment processes to ensure that the preliminary se-
lection of candidates reflects the diversity of our customers
and employees at all levels and in all regions. For example, the
percentage of women in management at Siemens globally has
nearly doubled since fiscal  to .%.
Work-life integration – A growing number of employees seek
more flexibility in how they balance work with the rest of their
lives, for example, childcare responsibilities. At many of our
locations worldwide, we now provide options for flexible work
schedules, part-time work and telecommuting. At the same
Employees by regions as of September 30, 2013
(in thousands)

1 Continuing operations.
2 Commonwealth of Independent States.
Americas:  (%)
therein China:  (%)
Europe, C.I.S., Africa,
Middle East:  (%)

therein Germany:  (%)
therein U.S.:  (%)
Asia, Australia:  (%)
Employees by segments as of September 30, 2013
(in thousands)

1 Continuing operations.
Energy:  (%)
Healthcare:  (%)
Industry:  (%)
Financial Services:
 (%)
Other:  (%)

Infrastructure & Cities:
 (%)