Name: Gulsanga Roll No: 06 Class: BS Commerce 4th semester Morning Assignment: HR Policies of an Organization Organization: SIEMENS

Human Resource Policies and Objectives

Human resources policies at Siemens are corporate. However, the implementation of practices and monitoring systems may be in distinct stages at each company pertaining to the Siemens Group.

Labor practices and decent work Employment

2. Benefits for employees in addition to those required by law General Medical aid Dental care Private pension plan Group life insurance Childrens day-care aid

Medical aid complement Funeral aid Optical aid Rental aid (for those transferred between locations) Christmas basket Toys Loans for auto purchase Loans for unexpected events Jubilee Specific benefits for management/consulting level professionals Granting of funds for auto purchase Free choice of health and dental care plan Loan for home purchase Unconditional loan of up to one nominal wage 3. Percentage of employees represented by independent labor unions or other legitimate representatives or percentage of employees supported by collective bargaining agreements. Most negotiation instruments are collective labor conventions, and in certain businesses or locations, we have specific collective labor agreements. 4. Policy and procedure involving information, inquiry and negotiation with employees regarding changes in the organizations operations (such as restructuring, for example). Targeting transparency, we inform significant changes to everyone and provide an open channel for inquiries, as well as to approximate employees to the companys top management. For this purpose, Siemens has an intranet communication channel called Speak to the President, in which the Mercosur CEO and CFO answer questions, doubts and also receive comments from employees concerning several matters. There is also a Chat with the Human Resources Director, specifically for issues relating to personnel management. All matters discussed are published on the Intranet, allowing access to whoever is interested.

Health and Safety

5. Practices referent to the recording and notification of occupational accidents and diseases, and how they relate to the International Labor Organization (ILO) Code of Practice on Recording and Notification of Labor Accidents and Diseases. The records and notifications of occupational accidents and diseases meet the guidelines of the Ministry of Labor and the National Social Security Institute INSS, and these guidelines relate to the ILO code of practice.

6. Description of formal committees on health and safety, including management and worker representatives, and proportion of the labor force assisted by any one of these committees. The mission of the health and safety at work sector is to promote quality of life, physical and emotional well-being of company employees and adjust the workplace to the occupational health standards. Its performance is based on the Health and Safety at Work Protection Policy. the Internal Occupational Accident Prevention Week (SIPAT) is held annually, involving employees in several interactive activities, such as safety games and exercises simulating area evacuation procedures. Stands are also set-up to disseminate information concerning ecology and first aid. The event relies on the partnership with such institutions as the Civil Police Academy, which gives lectures on safety. One of the goals of the Safety at Work sector is to obtain the international standard on health and safety at work - OHSAS 18.001 certification for all locations. Parallel to this procedure, the company is organizing itself to unify its processes by combining them into a single management procedure, as already done with quality and environment issues. 7. Number of accidents with and without medical leave, days lost absenteeism rate and number of work related deaths (including subcontracted workers).

Outsourcing
Siemens contracts outsourced restaurant, security and pre-manufacturing services. The company maintains rigid controls of contracted companies to ensure compliance with all labor and legal obligations, the use of individual protection equipment, as well as training, management and supervision of the work performed. For this purpose, in 2005 Siemens created a sector in the Human Resources area, specifically to instruct the procedures that should be adopted when contracting services from other companies, thus guaranteeing compliance with the pertinent legislation and rules. 8. Description of policies or programs (for the workplace and externally), regarding HIV/AIDS. Siemens worldwide supports and participates in the Global Business Coalition

(GBC) on HIV/AIDS, which assists global corporations in their efforts to combat AIDS. Besides technically supporting companies in the development of policies and programs to confront the disease, the organization also identifies and disseminates models for good corporate practices. 9. Description of formal agreements with trade unions or other legitimate worker representatives, involving health and safety at work; proportion of the work force supported by any of these agreements. Siemens follows a large quantity of international organizations conventions and recommendations, guides its operations according to the declaration of principles set by the International Labor Organization (ILO), the Universal Declaration of Human Rights (UNO), the guidelines set by the Organization for Economic Cooperation and Development (OCDE) for multinational companies and Agenda 21, among others. Issues relating to health and safety at work are foreseen in the collective bargaining agreement entered into between the trade association and labor unions. The proportion of staff members supported by this agreement is estimated at 90%.

Training and Education

10. Average training hours per year, per employee and per category. Data progress is hindered by changes in the organizational structure and by the different criteria established. In 2006, a common criterion will be defined for hours and amounts invested in training. 11. Description of programs to support the employability continuity of staff members and manage the end of their careers. Employees are stimulated to develop themselves professionally, through recognition as well as investments, which also occurs through training offers, allowing them to build their own careers. For the employability of employees: a) Talent Development Program: for over thirty years, the company has had a qualification program intended for students, with the main objective of being one of the means for management succession, besides qualifying and developing professional abilities of university students in engineering, administration and related areas. This has been one of the main doors of access to the company. b) Management Learning Program: this is an executive business and people management program, intended for the management level people, with a special development process, resulting from the potential detected for growth and professional promotion.

c) Corporate Training Menu: covers behavior training courses segmented per target audience. They are offered according to the needs previously detected in performance evaluations. d) Project Manager Training / Project Manager Development Program: preparation courses for PMI (Project Management Institute) certification. e) Customer Focus School: training intended for employees with a sales profile, focusing on solutions, rather than the product only. f) Technical training / Courses on technologies and products: using technological and market training, Its mission is to develop theoretical concepts through practical models that privilege learning and the use of best practices. Additionally, each business unit has a technical training center. The information technology and quality training programs are taught by the respective areas and made available to all the other areas. g) Individual coaching: focus on leadership. h) Language development: offered as required by the function. i) Opportunity for constant updating and qualification: MBA, post-graduation, masters and Ph.D. degrees are offered as required by the function. j) Development Dialogue: feedback between employees and managers for discussing careers and the next steps in a professional development plan. The company offers the possibility of basic education at a distance through the supplementary education TV course (Telecurso). The company also offers a specific career management program during the before and after retirement phases.

Diversity and Opportunities

12. Description of equal opportunity policies or programs, as well as monitoring systems to ensure their fulfillment. Given its presence in more than 190 countries, working with men and women of different nationalities, cultures, religions and races, diversity is a daily experience at Siemens. In May 2001, the company disclosed eight orientation principles on a global level for diversity promotion and management, the implementation of which is up to each

country, taking local legislation and issues into consideration. Additionally, the company clearly expresses in its Corporate Conduct Guidelines the responsibility of managers and other team leaders in relation to their direct employees. To deal with the issue of inclusion of disabled people, Siemens implemented the Domino Program in 2004, Siemens plans to include this strategy in order to comply with the legislation through the Diversity Promotion and Valuation Program, to be structured as of 2006. The company also created a tool, called the Ethics Channel, through which employees can denounce discrimination and sexual and moral harassment practices. 13. Composition of the management body and group responsible for corporate governance (including directors), observing the man/woman proportion and other culturally appropriate diversity indicators.

Human Rights

Strategy and Administration

14. Siemens Worldwide is signatory of the Universal Declaration of Human Rights and guides its operations in conformity with the ILO declarations of principles and the OCDE guidelines for multinationals. Our Corporate Conduct Guidelines establish a set of mandatory rules for all employees, which determine full compliance with the law, mutual respect, honesty and integrity. In 2005, a training program was structured reaching all employees, with the objective of disseminating our Corporate Conduct Guidelines and alignment with ethical principles. 15. Evidence considering the impacts on human rights as part of the investments and purchase decisions, including selection of suppliers or contracted companies. 16. Description of policies and procedures to assess and cover performance regarding human rights in the chain of suppliers and contractors, including systems and monitoring results. To manage relations with third parties, the company has a specific sector within the

HR structure for this process, which is responsible for creating policies for hiring companies. This ensures that approved suppliers adopt the same standards and have the same level of respect and valuation defined and adopted by Siemens. This reinforces and encompasses the companys awareness of its social responsibility. 17. Training of employees on policies and practices concerning all human rights aspects relevant to operations.

Non-Discrimination
18.The Corporate Conduct Guidelines apply to all Siemens employees around the world and are included in the training of every new employee contracted. They explicitly mention that Siemens does not admit any form of discrimination, prejudice or offense of whatever nature. The document also expresses the responsibility of managers and other team leaders in relation to their direct coworkers, in addition to creating dialogue mechanisms, establishing channels for communication, suggestions and complaints.

Freedom of Association and Collective Bargaining

19. Description of the policy for freedom of association and the extent to which this policy is applied universally, regardless of local laws, as well as a description of the procedures and programs to deal with the matter.

Child Labor
20. Description of the policies that exclude child labor, as defined by ILOs Convention 138, and the determination and visible application of this policy, as well as a description of procedures or programs to deal with the matter, including monitoring systems and their results. The company respects the legislation that prohibits child labor and demands, through contracts, that its suppliers and third parties comply with said legislation.

Forced and Compulsory Labor

21.The company respects and practices federal legislation for contracting employees, complying with all labor and social security rights. Its personnel policies manual provides a set of rules that establish guidelines for managing people. The company also monitors the volume of overtime hours, through internal statistics, and implemented the program called Our Time at most locations, waiving the need for employees to punch time cards, granting them the autonomy to administrate their time at work and allowing compensation of working hours. Overtime should be avoided, and when necessary authorized in advance.

Discipline Practices
22. Description of lawsuits, including issues relating to human rights. There are no records of lawsuits concerning any sort of disrespect on behalf of Siemens in issues relating to human rights. 23. Description of non-retaliation policy and effective and confidential system for receiving employee complaints (including their impacts on human rights). In 2005, the company developed a communication channel called the Ethics Channel, through which anyone employee or not can register complaints about undue processes or behaviors going on in the company or at its suppliers and customers. The computerized system records the message, distorts the persons voice and automatically sends the sound file to the Mercosur Audit departments address. The Audit department then analyzes the messages received, and those deemed pertinent are forwarded to Siemens Ethics Committee.