Mohsin Annual Report-Final 1-91:Layout 1.qxd - Siemens Pakistan

Fit 4 2010 33definition and implementation of joint management andvalue standards, communication of management instruments,and initialization of new approaches and strategies.In addition, the cross-Group and cross-Regionnetwork of Siemens managers is also enlarged. Theworldwide sharing of experience not only engenders apositive response, it also greatly strengthens themanagement team.Nearly all the members of Corporate Managementhave participated in the courses since the start of theSLE program in October 2005.Performance Management ProcessThe prerequisites for all employees to contribute peakperformance are to know their goals, to be allowed tocontinue their development, and to have an incomerelated directly to the results achieved. The platform forthis is provided by the Performance ManagementProcess (PMP), which has been implemented. The PMPhelps managers and employees determine clear personalgoals and permits continuous, open, and concretefeedback. Transparency regarding individual performanceand the results achieved makes it possible to deriveconsequences for professional development andincome. In conjunction with the PMP, management personnelcan identify top talents and key experts and candecide which development measures make sense.Experts Carriers (Key Experts)Without scientists and engineers with outstanding technicalknowledge and a sustained willingness to driveinnovation even in the face of resistance, Siemenswould not be the technology leader in many fields. Tohonor and promote these employees appropriately,Siemens has decided to establish a career track for thesekey experts, analogous to the career path for managers.PM@Siemens Project ManagementThe PM@Siemens initiative has been focusing on continuousimprovement of Project Management at Siemensworldwide. Projects are the important aspects of ourbusiness portfolio. More than 50% of our portfolio isproject business. It is for this reason that professionalhandling of projects is imperative for our continued success.PM@Siemens is a specialized tool which inculcates asystematic way of thinking, best practice sharing andlearning from mistakes.PM@Siemens key success factors are bid quality,understanding and managing of contracts, qualifiedproject managers, early involvement of project managersin contracts and systematic handing over at projects oncompletion.From management's perspective, the motivation is toachieve a transparent view of the project portfolio,enhancing reliability and efficiency in forecasting resultingin fewer risks in project realization and sustainedprofitability.From our customer's perspective professional projectmanagement means keeping our commitments, withclear responsibilities and scope of work and agreed wayof managing changes. An adequate number of professionalproject managers mean sustainability and continuityin customer relationships.The certification of project personnel is one elementthat contributes to high-quality projects, executed byhighly skilled employees. Crucial for the bottom lineresult of our PM@Siemens initiatives are the projectmanagers themselves with their skills and experiences.During the fiscal year 7 project managers were certifiedby the Company.FutureThe foundation for sustained personnel developmenthas been prepared with People Excellence: With thePerformance Management Process, the global talentpool, the expert careers, and Siemens LeadershipExcellence, managers and employees can take advantageof high-quality programs. Throughout Siemens, wedepend on the people to fill the initiatives with life overthe long term, to use them, and to develop them further- and not to be satisfied with what has been achieved.