Annual Report 2012 - Knorr-Bremse AG.

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Report
Employees
supervisor, defined criteria and a shared data pool ensure transparency and uniform evaluation
standards regardless of location and division. This allows employees to optimize their professional
development on an international scale and apply special experience and skills in different areas of
the Group. The third step involves a panel round, in which the assessments of the employee and
supervisor are examined and validated by other managers. This lends the performance evaluation
an additional degree of objectivity, making the early identification of valuable high potentials even
more precise. Knorr-Bremse aims to fill as many of its worldwide management positions as possible
with internal talent. A new three-stage assessment focuses on actively fostering the career development
of talented individuals.
Knorr-Bremse successfully trains young managers
Knorr-Bremse has been running its Management Evolution Program (MEP) for more than a decade
now, offering a special opportunity to management trainees as they start their careers. MEP trainees
participate in three six-month placements within the Group, working on important projects and
gaining valuable insights into operations. Special focus is placed on the international nature of the
training program. In addition to MEP, Knorr-Bremse’s subsidiary Bendix has rolled out the Engineering
Development Program (EDP) in the USA. EDP targets US college graduates, offering them the opportunity
to participate in a comprehensive technical qualification program.
An attractive employer
Satisfied employees are important to business performance
Knorr-Bremse sees satisfied and motivated employees as valuable assets who make a significant contribution
to corporate performance. With this in mind, the Group offers numerous benefits and works
continuously to boost its attractiveness as an employer. In addition to many new programs to help
employees balance career and family, in 2012 Knorr-Bremse scored highly in external audits and certifications.
Employees’ opinions help shape the company’s future
The regular Global Employee Survey offers Knorr-Bremse employees a chance to actively help shape
the future of the company. After the fourth such survey was conducted in 2011, in the year under
review Knorr-Bremse began to analyze the results in detail and act on the feedback in concrete activities.
By October 2012, almost 120 workshops had been held in more than twenty countries. Taken
together, all Knorr-Bremse locations rolled out over 600 individual measures for improving working
conditions.
Knorr-Bremse improves measures for balancing career and family
As Knorr-Bremse worked to improve its attractiveness as an employer in 2012, special emphasis was
placed on facilitating a better work-life balance. For example, at Group headquarters in Munich,
Germany, an initiative was launched to introduce part-time models featuring very flexible terms and
individually defined working hours. Sabbaticals lasting several months will also be possible. In this
way, Knorr-Bremse supports employees who would like to focus more intensely on their families for
a time, participate in continuing professional development activities or pursue volunteer work.
Since July 1, 2012 employees have also had the option of working from home – by the hour or by
the day. In Munich alone, 595 employees are currently taking advantage of the telecommuting
model.