Siemens Competency Framework Definition of Capabilities © Siemens AG 2001 Version 1.2 Dr. Friedrich E. Heil Dipl.-Psych. Ralf Nowak University of Trier Department of Psychology in cooperation with Dr. Mukund Vyas Siemens HR India Mr. Ramesh Kasbekar Siemens HR India Toby Peyton-Jones Siemens HR UK Tom Lamberty Roland Polte Siemens Corporate Personnel August 2001

Siemens Competency Framework: Capabilities – Definition / Behavioral Examples 17 Capabilities Drive1 Focus Impact Guide Motivation and Initiative Ability to Learn Assertiveness Inspiration Communication Coaching and Results Orientation Ability to Analyze Skills Mentoring Strategic Creativity Networking Skills Team Skills Orientation Organizing and Situational Change Orientation Customer Focus Quality Orientation Sensitivity Decision Making 1 The new Siemens Leadership Framework (SLF) comprises four leadership capabilities: Drive, Focus, Impact and Guide. The Siemens Competency Framework and the new SLF have a common base. The SLF capabilities and their examples of behavior have been matched with the 17 capabilities in the Siemens Competency Framework. Consequently, in each of these 17 capabilities, you will find behavioral examples of the SLF capabilities included and exclusively indicated. V 1.1 Rel. 06/2001 © Siemens AG 2001 Page 2

Siemens Competency Framework: Capabilities – Definition / Behavioral Examples Initiative An employee who displays Initiative is self confident, takes ownership and acts proactively to make things happen in the organization. ¤ Sets one's own goals and commits to achieving them. ¤ Strives to take over new tasks. ¤ Continuously and successfully draws a roadmap towards the achievement of one's own goals. ¤ Independently acquires new knowledge, skills, or new assignments and projects. ¤ Shows readiness to work and compete. ¤ Initiates corrective measures when problems threaten. ¤ Continuously collects information about current developments and opportunities. ¤ Actively seeks feedback on one's own actions. ¤ Contributes own ideas without waiting for directions. ¤ Makes things happen by taking sustained actions to reach an entrepreneurial goal. ( SLF ) ¤ Takes responsibility for one's own career development. ¤ Anticipates challenges, creates new business opportunities earlier than the competition. ( SLF ) return Results Orientation An employee who displays Results Orientation is focused and ambitious. He displays tenacity and has a capacity to tolerate stress. ¤ Strives to achieve success through above-average performance. ¤ Sets success criteria in line with international standards. ¤ Evaluates results and outputs of his performance, not only at the efforts made. ¤ Derives additional motivation from failures (doesn't give up). ¤ Likes to compete successfully with others. ¤ Expects successes and can give good reasons for that (is not afraid of failure). ¤ Selects tasks and goals that are reasonably above current achievement levels. ¤ Exhibits high ambitions. ¤ Keeps things in perspective despite fatigue or frustration. (New) ¤ Works effectively under tight deadlines. (New) ¤ Seeks challenges in difficult tasks or changes. ¤ Sets stretched goals for self and others, turns ideas into actions and lead them to success. ( SLF ) ¤ Exploits business opportunities by encouraging and energizing others to achieve committed goals despite changing conditions. ( SLF ) return V 1.1 Rel. 06/2001 © Siemens AG 2001 Page 3

Siemens Competency Framework: Capabilities – Definition / Behavioral Examples Creativity An employee who displays Creativity shows the ability to challenge mind sets, thinks outside the box and improvises in dynamic situations. ¤ Inspires others through one's own intellectual agility. ¤ Develops original, imaginative and profitable ideas and solutions. ¤ Reacts to changes by identifying new opportunities. ¤ Exhibits numerous and lively ideas. ¤ Goes beyond one's own discipline to seek inspiration. ¤ Is able to break away from routines, fixed solutions, or set habits. ¤ Builds competitive advantage by developing and implementing new solutions that are unique and cutting edge. ( SLF ) ¤ Improvises skillfully in unanticipated, unpredictable situations. ¤ Proposes new ways of looking at things. ¤ Has a tendency to discover, develop, and invent. ¤ Fosters the climate of experimenting and risk taking. ( SLF ) return Change Orientation An employee who displays Change Orientation is future oriented and recognizes the need for change. He stimulates innovation and is able to deal with ambiguity and resistance. ¤ Considers change as an opportunity and promotes innovations, technical advances and visionary ideas. ( SLF ) ¤ Actively contributes in designing an optimistic, future-oriented company. ¤ Fosters an open climate towards experimentation and innovation. ¤ Identifies future problems in advance and acts in a forward-looking way. ¤ Anticipates trends, acts as a trendsetter. ¤ Is able to identify “change efforts” needed in a short-, medium-, and long-term perspective. ¤ Develops parameters and uses reliable measures to judge future trends and leads the change in a strategic direction. ( SLF ) ¤ Seeks expertise from inside and outside the company on the topic of innovation and future trends. ¤ Takes advantage of opportunities to introduce new initiatives. ¤ Is inspired and feels challenged by the future. ¤ Considers change as a chance for reorganization and revitalization. ¤ Adapts rapidly to new situations and leads change. ¤ Actively seeks and implements new and better ways of doing things. return V 1.1 Rel. 06/2001 © Siemens AG 2001 Page 4

Siemens Competency Framework: Capabilities – Definition / Behavioral Examples Decision Making An employee who has Decision Making abilities shows risk awareness, and is able to evaluate options and solutions. He exercises judgement in making sound decisions. ¤ Takes calculated risks, makes crucial and timely decisions that have strategic long term impact. ( SLF ) ¤ Recognizes when to decide lately and when to wait. ¤ Takes personal responsibility for his decisions. ¤ Scans internal and external environment and uses others expert knowledge for reaching a sound decision. ( SLF ) ¤ Recognizes the essentials of the decision situation. ¤ Evaluates advantages and disadvantages of various alternatives. ¤ Collects alternative views, without rejecting any proposal in advance. ¤ Derives sound evaluations and measures (avoids speculation). ¤ Is oriented toward the possible and the probable. ¤ Does not wait for more information when enough is already available. ¤ Takes time to make important decisions (avoids rash solutions). return Ability to Learn An employee who displays Learning Ability, is able to learn continuously by being open and flexible. ¤ Is able to identify one's own shortcomings. ¤ Is aware of areas where one needs to learn and upgrade one's knowledge. ¤ Attributes personal successes and failures to own abilities and effort. ¤ Is prepared to go back to the very beginning and start all over again. ¤ Is open to new challenges and experiences. ¤ Commits oneself to further education and training. ¤ Enjoys the challenge of working in and experiencing different cultures. ¤ Shows strong desire for life-long learning. ¤ Continuously builds personal strengths and makes conscious efforts to learn what the future demands. ( SLF ) ¤ Transfers training inputs, new knowledge and skills to workplace. ¤ Learns from other's experiences. ¤ Continually seeks to develop strengths and overcome personal weaknesses. ¤ Creates new concepts by leveraging the knowledge of past discrepancies, trends and relationships. ( SLF ) return V 1.1 Rel. 06/2001 © Siemens AG 2001 Page 5