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