Abstract:

Siemens AG (Aktiengesellschaft) as a global powerhouse focusing on the areas of electrification, automation and digitalization, which generated in fiscal year 2018 revenue of €83.0 billion and net income of €6.1 billion, is very aware of a power of own employees who are essential for company’s success. For more than 170 years, the name Siemens has been synonymous with internationality and worldwide presence. Today, Siemens has around 377,000 employees in more than 200 countries/regions. The company operates in production and manufacturing plants worldwide and has office buildings, warehouses, research and development facilities or sales offices in almost every country/region in the world.

Based on this knowledge and awareness of “People Power”, "People Management" represents one of the key elements of the company strategy and also official “Vision 2020+“. It is part of an ownership culture where people orientation based on trust, openness and collaboration. These key performance elements have become within Siemens AG not only pre-define goals but from FY 2019 also measurable indicators in order to be able to measure the respective success.

In order to have highly engaged, motivated and capable employees Siemens AG initiated and operate multiple programs and initiatives. Their main aim is to educate and further improve own people in the aspects of international collaboration, leadership, innovation and boost diversity and multiculturalism, as they have been recognized as an essential element of company’s success - especially in the age of digitalization.

One of the running programs implemented in the area of Supply Chain Management approves oneself as especially beneficial and successful. It considers and supports all from the company in the area of ownership culture pre-defined aspects and brings proven value added to the organization. The program is within the company called GDP (Global Development Program) @ SCM (Supply Chain Management) and allows it's participants additional education and development opportunities.

Recognised and validated key success factors of the program (after "starting" phase):
- Diversity and intercultural engagement across the global organization
- Nomination process based on self-nomination
- Selection process (driven by program members)
- Self-organization (driven by program members)
- Pre-defined duration (given by HR)
- Active contribution to SCM-related projects (topics and project content agreed with top-management)
- Program as well as individual SCM management coaching and mentoring

Main achieved successes (up to now):
- Proven value added for Siemens SCM organization via project work (recognized by project sponsors and company top-management)
- Individual personal and professional development of the program members -> readiness for leading positions
- International and cross-organizational spread of know-how (driven by program members)
- Direct support of Siemens Ownership Culture strategy
- Full profiting from diversity and intercultural potentials and opportunities.

GDP confirmed that especially diversity, intercultural engagement and self-motivation (and responsibility) is the best basis of company talent programs. The concept serves now as best practice for other talent and development programs within the company educational and development area.

Keywords:

International projects, international cooperation, sustainable education and development, diversity.