Taskforce Arbeidsmarkt Programma Management Werving Professionals Strategic resource planning - Kwantitatief - Kwalitatief Werving Starters Onderwijs, professionals en stagiaires Employer Branding Employer Branding voor Technici Boeien & binden Inzetbaarheid medewerkers Diversity In – door - en uitstroom

Informatiebronnen voor strategische personeelsplanning Conjunctuurprognose: CPB, CBS Arbeidsmarktprognose: NOA (Nationaal Onderzoek Arbeidsmarkt), ROA (The Research Centre for Education and the Labour Market) Verloopcijfers Ziekteverzuim-, productiviteitscijfers Leeftijdsopbouw, beoordelingsresultaten Medewerkerpotentieel, MD programma, trainees Engagement survey resultaten

In- en uitstroomgetallen Bij een gelijkblijvende situatie Gemiddeld verloop Siemens NL (2010 – 2011) (zonder pensioneringen, bij gelijkblijvende markt): 4,5% 96 medewerkers Uitstroom en vervanging per jaar(!) door natuurlijk verloop verwacht (pensionering) 44 Totale gewenste instroom (ervaren en starters) 140 medewerkers Alle gewenste verdere veranderingen leiden tot extra instroom

Arbeidsmarkt analyse (1) De beroepsbevolking vergrijst: De potentiële beroepsbevolking neemt af In 2008: 27,9% van de werknemers in de Metalektro gaat binnen 5 jaar met pensioen (x 1000) 2089 2391 2533 1984 1973 2008 2047 2364 2574 2022 1957 2007 1834 2279 2589 2281 1921 2003 1590 2287 2530 2449 1873 2000 55 tot 65 45 tot 55 35 tot 45 25 tot 35 15 tot 25   Leeftijd Jaar Bron: CBS Siemens Nederland: 17%

Arbeidsmarkt analyse (2) Relatief weinig werkloosheid onder technici: Werkloosheidspercentage technici: +/- 2% Landelijk werkloosheidspercentage: 5,4% (2011) Weinig technische studenten (zie grafiek) Ongeveer 45% van de technische studenten start in een niet- technische functie

Leeftijdsverdeling Siemens Nederland maart 2012

Strategic Workforce Planning complements existing approaches Resource planning Competency management Strategic Workforce Planning Five-year horizon (incl. yearly breakdown) Focus on role shifts within selected "job families" Quantitative scenario approach for demand and supply side Definition of levers and key actions to close gap One-year horizon Focus on selected competences/”job families” Qualitative analysis Staffing of projects/activities Identification of competency gaps Qualitative analysis (individual competencies, competency portfolio) Definition of measures to close individual competency gaps

Strategic Workforce Planning in Business Target Agreement HR Business Partners/Champions plan implementation with stakeholders HR Active in BTA process New Forecasts Resource planning Competency management Strategic Workforce Planning

International Job Structure 2011 International Job Structure (1st level) Job Family Sub Job Family Job Family Sub Job Family Legal & Compliance Commercial Law - Contract Management -Special Law - Compliance Real Estate -General Estate -Purchase & Sales -Building Solution Management -Asset Management -Facility Management & Services Manufacturing -General Marketing -Production -Production/Material Planning & Control -Industrial Engineering & Launch Management -Maintenance Research & Development -General R&D -Software Development -Research -System Development/ -Intellectual Property Integration -Mechanical Design -Verification/Testing -Hardware Development Marketing -General Marketing -Event Management/Promotion -Market Research/Analysis -Outbound Marketing -Pricing Sales -General Sales -Sales Support/ -Key Account Mgm. Administration -Sales Consulting -General Project -PM Coordination Management -Special Project Management PM@Siemens SCM-Procurement/ Logistics -General Procure- -Order Management ment/Logistics -Strategic Procurement -Planning -Operational Sourcing -Distribution/Transport -Export Control & -Warehousing Customs Product Management -Product Life Cycle Management -Inbound Product Management -Requirements Engineering Strategy -General Strategy -Business Development -Portfolio Management -M&A -Consulting Quality -General Quality -Quality Assurance -Quality Management

International Job Structure (1st level) International Job Structure 2011- Job Family / Sub Job Family Descriptions International Job Structure (1st level) Job Family Job Family Sub Job Family Short description Sales General Sales Includes jobs mainly focusing on the transactional part of the selling process, such as Sales Representative and Sales Manager who are responsible for the sales in an area/region, a defined portfolio or a cluster of customers. Definition: Responsible for the realization of sales and profit targets consistent with business strategy. Tasks include managing accounts and customer relationships, developing sales proposals, negotiating and closing deals, acting as voice of the customers internally. Key Account Management Includes jobs responsible for the account penetration of one or max up to 5 nominated customers. This comprises connecting the whole of the Customer Organization with the whole / parts of Siemens, professionalization of client relationships, creating value for the customer by utilizing the power of Siemens. Sales Consulting Includes jobs related to analyzing a specific customer need to build customer specific value propositions based on solutions offered. Sales Support / Administration Includes jobs related to the support of the sales force and Key Account, e.g. with back-office support, Offer Management, LoA Process, Contract Management as well as from a Business-Unit perspective covering sales planning & pricing approval.

Strategic Resource Planning worksheet

How do we close the gap? BUY (Hire) BUILD (Develop) BORROW (Balance) This identifies new hires from outside the division/headcount Consider: - How many are required? - What timescales are they required for? - Will the hire be temporary/permanent or entry level? - What are the micro/macro economic factors? BUY (Hire) Filling demand gaps through competence and performance changes: - Developing incumbent Siemens staff - Senior appointments filled through the succession planning processes BUILD (Develop) Employ flexible resourcing strategies: - Opportunities may exist to second employees from other Siemens areas BORROW (Balance) BORROW (Balance) Opportunities to meet supply strategy through alternative - Consider outsource strategy - Separation BUMP (Outsource) BUMP (Outsource) Impact of strategic supply options on incumbent employee talent base: - Consider retention strategies for key risk areas BIND (Engage) BIND (Engage)

Samenvatting Basisinformatie aanleveren Argumentatie aanleveren aan Raad van Bestuur “Buy in” en “commitment” Raad van Bestuur Ken de businessprocessen van de onderneming Zorg voor een pragmatische aanpak