BMW 2011 Annual Report Download - page 39

39 COMBINED GROUP AND COMPANY MANAGEMENT REPORT
held there impart theoretical knowledge as well as prac-
tical skills.
In cooperation with the TU Munich and Ingolstadt Uni-
versity, sandwich courses combining work with study
have been designed for employees with academic or vo-
cational qualifications in technical subjects. Plans are in
place to expand this system to other vocational areas.
Attractiveness as employer confirmed
The BMW Group continued to be a highly attractive em-
ployer in 2011. This conclusion is based on numerous
studies and rankings tables. This year’s edition of the
study entitled “The World's Most Attractive Employers”,
published by the Universum agency, confirmed the
B
MW Group’s top position as the most attractive German
employer, achieving top spot amongst car manufacturers
both with engineering and business studies students.
In the German version of Universum’s Professional
Barometer 2011 we also took first place in the Business
and Engineering category as well as third place in the
Information Technology category.
Excellence in leadership through training and dialogue
Achieving excellence in leadership remains a vital factor
in the implementation of Strategy Number ONE and
plays an important part in the long-term success of the
BMW Group. As well as offering a wide range of training
courses to managerial staff worldwide, it is also consid-
ered important that managers should have the opportu-
nity to engage in dialogue.
With this in mind, the so-called Management Meeting
Place (Treffpunkt Führung) was set up in Germany in
2011 as a platform for discussion at management level,
enabling managers to share their experiences and thus
develop a common understanding of leadership and
management. The response has been so positive that
moves have already been made to transfer the concept
to locations abroad.
In addition to this focus on dialogue, increasing empha-
sis is being given to developing the individual expertise
and skills of managers. Special in-house programmes
developed to enable managers to make the most of their
potential are useful in preparing them for their future
tasks and functions in an increasingly complex and vola-
tile environment.
Developing acquisition skills and expertise
management
The BMW Group is facing up to demographic chal-
lenges in industrialised countries with a range of well-
focused initiatives. Employees are given basic and fur-
ther training for specific tasks in order to cover future
requirements. The Talent Relationship Management
programme also ensures that the BMW Group will
con-
tinue to be endowed with a pool of highly qualified
employees.
Diversity as a competitive factor
Social diversity is one of the principal components of
our sustainability strategy and contributes substantially
to the good performance of the BMW Group. In order
to encourage diversity within the BMW Group, we have
established three criteria (gender, cultural background
and age / experience) which serve as orientation points
throughout the organisation, whilst also taking account
of local conditions.
In 2011, together with all other DAX-30 companies, the
BMW Group undertook a voluntary commitment to
increase the proportion of women in managerial posi-
tions. In this context, we have set target corridors for all
sections of the enterprise. The proportion of women
grew during the year under report, particularly among
newly recruited staff. The proportion of female partici-
pants
in the international BMW Group Graduate Pro-
gramme rose, for instance, from 20 % to 37.3 %. The trend
is also positive for newcomers in technical vocations
Employee attrition ratio at BMW AG1
as a percentage of workforce
6.0
5.0
4.0
3.0
2.0
1.0
07 08 09 10 11
2.66 5.85
2 4.59 2 2.74 2.16
1 Number of employees on unlimited employment contracts leaving the Company
2 After implementation of previously reported measures to reduce the size of the
workforce (voluntary employment contract termination agreements)