Siemens 2014 Annual Report Download - page 216

108 A. To our Shareholders 131 B. Corporate Governance 171 C. Combined Management Report
172 C. Business and economic environment
187 C. Financial performance system
193 C. Results of operations
205 C. Financial position
210 C. Net assets position

C.. Employees
Indicators

Year ended September ,
 
Employee turnover rate  9.1% 10.8%
Female employees in management
positions (percentage of all management
positions)  15.6% 15.6%
Expenses for continuing education
(in millions of €) 276 265
Expenses per employee for continuing
education (in €) 769 670
1 Continuing and discontinued operations.
2 Employee turnover rate is defined as the ratio of voluntary and involuntary
exits from Siemens during the fiscal year to the average number of employees.
3 Employees in management positions include all managers with disciplinary
responsibility, plus project managers.
4 Without travel expenses.
Excellent employees are one of Siemens’ vital strengths. They
have made Siemens what it is today and their expertise, capa-
bilities and high level of engagement are laying the foundation
for our future success. To stay competitive, we need to contin-
uously win and retain the best and brightest employees world-
wide. As an employer of choice, we empower our diverse and
engaged people worldwide with a high-performance culture,
encourage life-long learning and development, offer an attrac-
tive working environment and ensure occupational health
and safety.
Employees by segments as of September 30, 2014
(in thousands) 
Energy:  (%)
Healthcare:  (%)
Industry:  (%)
Financial Services:
 (%)
Other:  (%)
Infrastructure & Cities:
 (%)

1 Continuing operations.
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. In general the Engagement Survey
will be conducted on a biennial basis to allow more time to set
measures and to follow-up on improvements. Due to the
launch of our “Vision ” concept and the related organiza-
tional changes the survey originally scheduled for  was
postponed to .
Demographic change, lifelong employability and cross-gener-
ation collaboration are Siemens’ key employee-related chal-
lenges to be mastered, and we see differences between regions
and labor markets. To remain an employer of choice, we are
taking appropriate action based on local needs.
C... DIVERSITY
As a global player, the vast and diverse range of our employees’
capabilities, experience and qualifications forms a substantial
competitive advantage and supports our value proposition as
an employer.
All our activities, measures and programs fostering Diversity
follow 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.
We’ve developed our management recruitment processes to
ensure that the preliminary selection 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
. %.
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. The Performance Manage-
ment Process (PMP) helps leaders and employees determine
clear personal goals and share the feedback necessary to
achieve them. The process also supports us in setting compen-
sation, providing professional development opportunities and
identifying talents throughout the Company. To reflect the focus
on high-performance within Siemens, our compensation sys-
tem for our top executives and senior management worldwide
includes a variable component.