Annual Report 2012 - Knorr-Bremse AG.

More documents

Recommendations

Info

142 Report Employees Employment situation Employment at the Group and by division At the end of 2012, the Knorr-Bremse Group employed 19,120 people (17,539 excluding leasing). This represents a 4.6% decrease (2011: +11.1%) in staffing levels compared to December 31, 2011, when the Group had 20,050 employees (18,143 excl. leasing). In Knorr-Bremse’s two divisions, this breaks down as follows: In the Rail Vehicle Systems division the number of employees fell from 11,083 (9,955 excl. leasing) at the end of 2011 to 10,840 (9,781 excl. leasing) at the end of the year under review. The Commercial Vehicle Systems division employed 7,941 people (7,422 excl. leasing) on December 31, 2012, compared to 8,636 (7,858 excl. leasing) one year earlier. The number of employees in the holding companies increased from 331 (330 excl. leasing) to 339 (336 excl. leasing) at the end of 2012. Employment by region On December 31, 2012 the Group had 10,251 employees (9,766 excl. leasing) in the Europe/Middle East/Africa region, down 1.83% from 2011. This region represents 53.6% (2011: 52.1%) of the Group’s total workforce. Knorr-Bremse employed 3,750 (3,541 excl. leasing) people in Germany at the end of the year under review, a 2.55% decrease compared to the previous year. Germany accounted for 19.6% of all Knorr-Bremse employees. Excluding Germany, in the Europe/Middle East/Africa region the number of employees sank from 6,594 (6,370 excl. leasing) to 6,501 (6,225 excl. leasing), which equates to 34.0% (2011: 32.9%) of the total workforce. The Group had 3,578 employees in North America on December 31, 2012 (3,449 excl. leasing), down 4.8% from the previous year. The proportion of Group employees in North America remained stable at 18.7%. The Group had 607 employees in South America in 2012 (562 excl. leasing), compared to 811 in 2011 (805 excl. leasing).
Report 143 Staffing levels also decreased in the Asia/Australia region. While the Group had 5,039 employees in the region at the end of 2011 (3,823 excl. leasing), on December 31, 2012 it had a workforce of 4,684 (3,762 excl. leasing). This represents a reduction of 7.04%. The proportion of the Group workforce employed in the Asia/Australia region dropped to 24.5% (2011: 25.1%). Knorr-Bremse works on becoming a more attractive employer A look at new jobs in the Knorr-Bremse Group reveals a significant increase in the number of white-collar jobs and engineering and service positions. This increase in qualified staff indicates the attractiveness of Knorr-Bremse as an employer. At the same time, it underscores the need to further intensify efforts to recruit engineering graduates. In Germany, Knorr-Bremse is pursuing this objective by partnering with universities, offering work-study programs, expanding marketing activities aimed at students and sharpening the focus of its employer branding. Positions for qualified professionals are not only created in Knorr-Bremse’s central divisions, but at its various locations as well – in keeping with its commitment to sustainable local development in the regions where it does business. For example, a new Knorr-Bremse Technology Center is to open for business in Pune, India. By 2015 this joint product development center for the Rail Vehicles Systems and Commercial Vehicle Systems divisions is planning to employ a total of 200 development engineers, who will contribute their knowledge and expertise to the overall success of Knorr-Bremse. Human resources planning and management optimized In 2012 most industrial enterprises saw an increase in their personnel costs due to collective bargaining agreements in several industrialized nations and in particular to wage increases in the BRIC nations. In addition, increasing competition for qualified professionals and managers have made it necessary to adapt to the prevailing market conditions. To reward good performance and stay abreast of the changing parameters of the labor market, in the year under review Knorr-Bremse reviewed job classifications and pay grades for management positions around the world. In addition, human resources planning and management were optimized, with worldwide employee fluctuation recorded on a monthly basis, starting in February 2012. This makes staffing levels more transparent and allows for more efficient management of future requirements. Human resources development Focus on professional and personal goals Shared success calls for dialogue – a trust-based exchange between supervisor and employee. Dialogue is essential not only for giving feedback and making certain that everyone is on the same page, but also for recognizing previously untapped potential, identifying new development opportunities and working together to achieve professional and personal goals. This is the objective of Knorr- Bremse’s Staff Dialogue, which provides a framework for an annual, comprehensive, one-on-one discussion between employees and their supervisors. Knorr-Bremse improves career development To better identify employee potential and support the career development of junior managers, in 2012 the Staff Dialogue was expanded to become a standardized Group-wide performance evaluation process. The employee perspective is brought into the dialogue in the form of a self-assessment as well as employee suggestions for setting targets. In the performance appraisal, performed by the
Page 1 and 2:
Knorr-Bremse Group Annual Report 20
Page 3 and 4:
Main Majority-owned Subsidiaries of
Page 5 and 6:
Supervisory Board 3 Overview 04 06
Page 7 and 8:
2012 at a Glance 5 January Rolf Hä
Page 9 and 10:
Executive Board 7 Klaus Deller Dr.
Page 11 and 12:
Supervisory Board 9 Wolfgang Hubert
Page 13:
Supervisory Board 11 and the compan
Page 16 and 17:
14 The State and Development of Kno
Page 18 and 19:
16 Development of the Knorr-Bremse
Page 20 and 21:
18 velopment network continued. Thu
Page 22 and 23:
20 Overall assessment of the econom
Page 24 and 25:
22 Regional developments by divisio
Page 26 and 27:
24 In this market environment, the
Page 28 and 29:
26 to falling exports but also to s
Page 30 and 31:
28 Research and development As a te
Page 32 and 33:
30 Corporate responsibility and sus
Page 34 and 35:
32 implicit in the changing state o
Page 36 and 37:
34 Outlook In the next two years, K
Page 39 and 40:
Report Despite a volatile business
Page 41 and 42:
Report 39 YOU CHOSE TO DEFINE NEW C
Page 43 and 44:
Report 41 partners and customers as
Page 45:
Report 43 aiming to use them as a f
Page 48 and 49:
Itupeva, Brazil Westminster, USA
Page 50 and 51:
48 Report Site-specific projects //
Page 52 and 53:
Page 54 and 55:
Page 56 and 57:
Page 59:
PRODUCTS TRADE FAIRS Technological
Page 62 and 63:
60 Report ProduCts // Rail vehicle
Page 64 and 65:
Page 66 and 67:
Page 68 and 69:
66 Report ProduCts // Commercial ve
Page 70 and 71:
Page 72 and 73:
Page 75 and 76:
Report 73 PRODUCTS TRADE FAIRS Trad
Page 77 and 78:
Report 75 Dr. Dieter Wilhelm, Membe
Page 79 and 80:
Report 77 Heinz Hermann Thiele, own
Page 81 and 82:
Report 79 Expo Ferroviaria 2012, Tu
Page 83:
Report 81 tive service strategies -
Page 87 and 88:
Report 85 Service Knorr Excellence
Page 89 and 90:
Report 87 RailServices is a byword
Page 91 and 92:
Report 89 the Sirio platform of Ita
Page 93 and 94: Report 91 largest mass transit oper
Page 95 and 96: Report 93 to roll out its service c
Page 97 and 98: Report 95 Bendix expands remanufact
Page 99: Report 97 NEO Version 5 is introduc
Page 102 and 103: 100 Report Knorr Excellence A progr
Page 104 and 105: 102 Report Knorr Excellence
Page 106 and 107: 104 Report External ratings
Page 109: MARKET SUCCESSES Passion “We are
Page 112 and 113: 110 Report Market successes // Rail
Page 124 and 125: 122 Report Market successes // Comm
Page 133: Corporate Responsibility Employees
Page 136 and 137: 134 Report Corporate Responsibility
Page 143: Report 141 Corporate Responsibility
Page 147 and 148: Report 145 Knorr-Bremse certified i
Page 149: Report 147 Leadership excellence Kn
Page 152 and 153: 150 Notes to the Consolidated Finan
Page 168 and 169: 166 • Commodity contracts are use
Page 170 and 171: 168 SEGMENT REPORT Segment Report i
Page 172 and 173: 170 STATEMENT OF CHANGES IN GROUP E
Page 174 and 175: 172 CONSOLIDATED BALANCE SHEET Cons
Page 176: Contact Knorr-Bremse AG Moosacher S
show all

Annual Report 2012 - Knorr-Bremse AG.

Create successful ePaper yourself

Delete template?

Save as template?