5.1 Working at Siemens 5.1 Working at Siemens – WIN talents, GROW, and BOND our people Talent markets continue to be highly dynamic and com- – 320,0001 employees worldwide petitive. It is becoming harder to win and bond the highly – Global values and global corporate culture sought-after talents that are key to driving the Siemens - transformation. Candidates are clear about their expecta tions of an attractive employer: Management approach Structural factors such as demographic change, which con- (a) empowerment and personal choice tinue to widen the talent gap in key talent markets (including (b) skill development digital talents), management of unstable geopolitical condi- (c) a sense of belonging and contributing to a larger purpose. tions, and the decreasing half-life of knowledge are the principal challenges that we are addressing at Siemens. All Growing our people is a vital answer in tight talent markets. of them are driving significant workforce transformations Gaining the trust of our people and bonding with them across our people and organizations. builds a competitive advantage that is regularly measured and reflected in our Siemens Global Engagement Survey As the COVID-19 pandemic recedes, the past year has seen (SGES)2. new global challenges that few had anticipated. In this ever-changing environment, our people and organization Our People & Organization governance and need to strengthen their resilience in order to stay relevant. policies More than ever, people are a determining factor for our The People & Organization (P&O) unit, headed by our Chief growth. People and Sustainability Officer (CPSO), is responsible for regulations and standards for our people that establish Empowering people and fostering a growth an integrating, empowering culture of growth and transfor- mindset mation, that aims to support both a sustainable business Our aim is to establish an integrating, empowering culture success and our people’s employability. All Governance units of growth and transformation that ensures both sustainable are working with our country and local business P&O func- business success and our people’s employability. An ambition tions to align them with local labor laws, support them to that we are also pursuing with our four strategic priorities, drive transformation and digitalization, and attract and STRATEGY two of which are especially relevant to People & retain talents. Organization (P&O): Empowered People and a Growth Mind- set are reflected in our people strategy with a further focus → Our global and local P&O Governance are responsible for on WIN, GROW, and BOND so we can attract and retain the (global) policies, standards, and top strategic initiatives in right talents.2 P&O-related areas. → Our global and local P&O Business Partners (BPs) are working with our managers to focus on strategic P&O topics and implementation that will support the business and functional needs. → Our Siemens internal Global Shared Service centers man- age people operations. 1 All employee figures in this chapter refer to headcount and our own workforce. 2 Siemens without SHS. SIEMENS SUSTAINABILITY REPORT 2023 82