Siemens 2013 Annual Report Download - page 223

253 D. Consolidated Financial Statements
357 E. Additional Information
245 C. Compensation Report, Corporate Governance
statement pursuant to Section a of the
German Commercial Code, Takeover-relevant
information and explanatory report
246 C. Siemens AG ( Discussion on basis of
German Commercial Code)
250 C. Notes and forward-looking statements

time, particularly in Germany, we are expanding the availabili-
ty of childcare options near the Company sites, such as nurser-
ies, daycare centers and children’s after-school centers – tak-
ing local conditions into account.
C... TALENT ACQUISITION
AND EMPLOYEE DEVELOPMENT
Attracting, contacting, hiring, promoting and systematically
developing the best employees worldwide for Siemens – that
is our goal in Talent Acquisition and Employee Development.
In order to meet our requirements for qualified staff, we attract
new talent to Siemens and also work on retaining our existing
workforce for the long term. To attract new talents, Siemens
has a wide array of programs in place: With the Siemens Ad-
vanced Program, for example, we attract highly-qualified
bachelor graduates to become future technology experts for
the Company. The Siemens Graduate Program (SGP), on the
other hand, prepares talented graduates for future manage-
ment tasks within the Company.
The Performance Management Process (PMP) helps leaders and
employees determine clear personal goals and share the feed-
back necessary to achieve them. The process also supports us
in setting compensation, providing professional development
opportunities and identifying talents throughout the Company.
To reflect the focus on high-performance within Siemens, our
compensation system for our top executives and senior man-
agement worldwide includes a variable component.
C... LEARNING AND CONTINUING EDUCATION
We encourage our employees at all locations to develop their
qualifications and expertise. In fiscal , we invested around
€ million for continuing education (without travel expens-
es), which equals about € per employee. The expenses in-
clude courses and training programs both for individual em-
ployees and for entire company units.
Siemens Learning Campus and Siemens Leadership Excel-
lence, two corporate-level organizations, are responsible for
implementing the global learning portfolio: Siemens Learning
Campus offers regional learning opportunities to employees in
all countries, ranging from courses for employees and manag-
ers, through tailored training programs and services for
groups, to solutions for entire organizations. Siemens Core
Learning Programs promote the systematic development of
our employees and are tailored to the daily business challeng-
es faced by employees in specific areas such as sales, project
management, procurement, development or production. In
fiscal , we introduced new programs for customer services
and quality management in projects. The Siemens Leadership
Excellence programs prepare leaders at the highest levels of
the organization for their future responsibilities.
Siemens continues to be one of Germany ’s largest providers of
professional education for secondary school graduates (,
places for Siemens trainees and , places for trainees from
other companies). As in previous years, we again made % of
our trainee positions available to disadvantaged youths. In ad-
dition, we offered for the second time a professional education
according to the German system, which is benefiting  school
graduates coming from twelve European countries.
C... SIEMENS EQUITY CULTURE
Siemens established its first employee share program in Ger-
many as early as . Building on this successful program in
Germany, Siemens decided in  to extend employee and
management participation. Today, Siemens offers approxi-
mately % of its employees in  countries the opportunity to
acquire Siemens shares with the Company ’s financial support.
The Share Matching Plan is based on a simple principle: Em-
ployees participating in the plan will receive one Siemens
share without payment of consideration (matching share) for
every three Siemens shares bought and continuously held
over a period of three years. Only condition: The employee still
needs to be employed by Siemens. The main idea of the plan
has always been to make stock ownership available to employ-
ees at all income levels.
We are convinced that empowering employees with shares
motivates them to assume greater responsibilities and helps
them identify more closely with the company they work for – a
fundamental prerequisite for the sustainable development of
Siemens.
C... EMPLOYEE RIGHTS AND RELATIONS
TO EMPLOYEE REPRESENTATIVES
Fair-minded collaboration among Company management, em-
ployees and employee representatives plays a central role at
Siemens. As one of the largest corporate employers in Ger-
many and worldwide, we are committed to our social respon-
sibility and respect and uphold the fundamental rights of our
employees – which already apply worldwide and are firmly
anchored in our Business Conduct Guidelines. Underscoring
this commitment, Siemens, the Siemens Central Works Coun-
cil, the German trade union IG Metall and the global industrial
union IndustriAll have signed an international framework
agreement on the principles of corporate responsibility.