Lenovo 2015 Annual Report Download - page 30

28 Lenovo Group Limited 2014/15 Annual Report
MANAGEMENT’S DISCUSSION & ANALYSIS
To support each objective, Lenovo has established numerous KPIs and targets. Full details on these objectives and
targets, including our results, will be reported in Lenovo’s FY 2014/15 Global Sustainability Report. For example,
climate change is a significant environmental aspect for Lenovo and is addressed via objectives related to product
and facility energy use. To support these objectives, we have established numerous KPIs and targets. Some sample
targets for this area are listed below.
• Establish a product carbon footprint for all newly released notebook, desktop, and visual products.
• Support external development of product carbon footprint methodologies and standards.
• Achieve a global energy intensity rate for Lenovo sites equal to or better than the previous year. Energy intensity
is the kilowatt hours of electricity consumed per unit produced for manufacturing sites and kilowatt hours per
employee at R&D and office sites.
• Increase the percentage of energy purchased from renewable generation sources relative to the previous fiscal
year for FY 2014/15. The purchase of renewable energy credits and carbon offsets may be used to support
reaching this target.
TALENT AND CULTURE
Win As One Team
The acquisitions of IBM X86 and Motorola Mobility catapulted Lenovo to the number 3 positions in both Enterprise
Servers and smartphones, in 2014/15. These historic deals clearly establish Lenovo as a global technology leader
with the right growth engines for future success: a balanced portfolio, a clear strategy, innovative products and
services, and a diverse global team. The Talent and Culture integration of these companies was a key business
priority in 2014/15.
“Bringing teams from three different cultures together
is a significant challenge. But it is one we at Lenovo
have successfully faced before. We will do it again.”
– Yuanqing Yang, Chairman and CEO
A variety of “Win As One” talent and culture initiatives were launched to support the integration efforts, focusing on:
• Accelerating the on-boarding and effectiveness of new leaders
• Building strong engagement in newly joined teams
• Facilitating the open exchange of ideas and best practices across organizations
Leveraging previous experience with M&A integration, Lenovo’s top leadership communicated a clear vision for
integration success, emphasizing the importance of an inclusive, cohesive cultural environment. Three key principles
were reinforced: “Be Frank, Respect and Compromise.”