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18S Center for Management Research
Siemens Designs Large-scale Rewards & Recognition Programs
to Embed an Ownership Culture among Employees
This case was Mitten by Jitesh Ndir and Balaswamy Paula, /BS Hyderabad. II was conl}iled frcxn published sources, and is
intended to be used as a basjs for class [Link] niher than to illustrate either effectNe 0t ileffective handling cl a management
situarion.
C 2023. I8S C..ter for Management ReseillOh. />J rigtts o,served.
To oroer copie,, call •91 964090\313 a, ..,,le to 18S C..ter lor Managemeol Research (ICMR), IFHE Ca"l)Os, llonthanapaly,
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[Link]
ICMR HROB/245
l!S Ce11ler IOI' Managemenl Re1eo,ch
_,. ,cmnn<110 org
Siemens Designs Large-scale Rewards & Recognition
Programs to Embed an Ownership Culture among
Employees
"Wirh rhe Champions programme people are encouraged ro share storia and
nominate rheir colleagues who have gone well beyond rheir job description, who
have helped others in inspirational ways or have moved mountains to meet a
customer deadline. Regularly receiving appreciation is hugely motivational and
supports our ownership culture. It is all about recognising people for what they do
and how they do ir. " 1
- Karen Gaynor, Head of Reward for Siemens UK and Europe, in 2016
"Our Vision 2020 addresses our company S long-term perspectives along the
modern electrification and automation value chains. By expanding share-based
employee participation in our company's success. we 're creating a sustainable
ownership culture at Siemens:•2
- Joe K-,, Siemens President ■nd CEO, In 2014
"Ifyou can be the answer for a f,llow colleague who needs extra help, needs extra
guidance, or could use your support on a project. then ><-hat you're doing Is you
are moving rhar brandfonvnrd i"ternally. "'
- Mike Ryan, Senior vice president, Markotlng ■nd Client strategy,
Madison P•rformance Group, In 2012
INTRODUCTION
Siemens AG, a German energy, technology, and manufacturing company, was the winner in the
'Best Rewards and Recognition (R&R) Program' category of the Employee Experience Awards-
2022. The awards were organized by Human Resources Online, a publication of Lighthouse
Independent Media.'' Siemens won the award for its programs 'Charq,ions' and 'You Answered"
that reinforced core values such as responsibility, innovation, and excellence among employees.
The 'Champions' program was implemented at the Siemens UK business unit and the 'You
Answered' program was implemented at the Siemens USA business unit. Siemens USA also
received the 'Best Places to Work Washington DC 2022' award and the Best Global Culture 2021
awar<!Jrom Comparably'.'
The top management found that as the company expanded, the number of subsidiaries and
business units had increased. Subsequently, over a period, each entity had developed independent
employee recognition and performance management programs. The management recognized the
need for a company-wide program that could balance its business autonomy with higher corporate-
level visibility and control requirements.
Comparably is a pla1form lha1 provides culture and compcnsalim dala for public and private companies.
Slomons O..lgns la,vHc1l1 Rowards & R1CC91ltlon Program■ to Embed 111 ...
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The employee R&R programs helped mcct the current strategic and tactical objectives of Siemens
USA's business units that were aligned to the Vision 2020 corporate plan of Siemens AG. The
'Cha111'ions' program and the 'You Answered' program was implemented to create a strong culrure
of recognition and appreciation, which contributed to more erq:,loyec engagement and business
productivity. The business units wanted to drive the behavior of their employees to demonstrate and
embed the corporate values into the company culrure. The R&R programs led to a joyful feeling,
shared optimism, and positive memories among the employees, which in turn resulted in a virtuous
cycle of positivity and workplace cohesion. Besides, these R&R programs were peer-to-peer
programs that enabled employees to recognize their peers and to get recognized by their peers.
Siemens AG (The Group) was formed in 1966 and was headquartered in Munich, Germany.• The
technology company focused on industry, infrastructure, transport, and healthcare. The business
operations included automation and digitalization in the process and manufacturing industries,
smart mobility solutions for rail and road, advanced healthcare through medical technology,
intelligent infrastructure for buildings, and distributed energy systems. The Siemens Group
generated revenue of 62.3 billion {USS 72.15 billion) and net income of €6.7billion (USS7.75
billion) in the fiscal year ended September 30, 2021. The col11'any had about 303,000 employees
working in more than 200 countries and regions as of September 30, 2021.7
VISION 2020
In 2015, Siemens AG the parent company adopted Vision 2020 to focus on profitable growth.
Vision 2020 focused on various initiatives to drive performance through profitable growth and
significant investments in innovation; strengthen its core businesses of mobility, renewable energy,
and healthcare for long-term value creation; and scale up to strengthen its leadership in Industrial
Digitalization across domains.1 (Refer 10 Exhibit I for Siemens AG s operational plan)
These Vision 2020 objectives were achieved through:
•
•
A focus on the EAD segments (electrification, automation, and digitalization)
Planned acquisition of Rolls-Royce gas turbine and compressor business, public listing of its
)
audiology business, and joint venture for Metals Technologies
• Creating a new organization with flatter structures so that sector level segments were
eliminated
• Ensuring greater employee participation in the company's success and creating an ownership
culture
CORE VALUES OF THE R&R PROGRAMS
Both Siemens UK and Siemens USA structured their R&R programs to reflect the values of
responsibility, innovation, and excellence and causing zero harm. which were embedded in the
organization, ensuring that all their employees had an equal opportunity to participate.
Be Responsible - The business units wanted their employees to cultivate qualities such as honesty,
~ess, and integrity. They expected their employees to respect each other, put the customer first,
act like the company was their own and take care of the world in which they lived. Through the R&R
programs, the business units called upon their employees to take responsibility for their own actions.
Be Innovative - The business units believed that innovation would help them stay competitive in
the market that required employees to be innovative and creative. Innovative employees would be
passionate about taking the initiative and moving things forward. The R&R programs would also
help motivate employees to be brave and smart in questioning and challenging the status quo and
seizing every opportunity to do the right things for their companies and the customers.
SI_,. Doolg,. Llrgwc1l1 ~ • &R■cos,,ltlon Programs to Embld 1n ...
Be Excellent - This value was about breaking down barriers among employees and ensuring that
they worked as a team and created a sense of true collaboration. Employees needed to be clear on
their purpose, understand the needs of customers, and empower colleagues and give them the
freedom to perform and go the extra mile. The R&R programs were expected to help employees
use their passion to make changes that would improve the business and instill a sense of ownership
and pride in the employees.
Ensure bro Harm - Zero harm was not only about promoting safety but also about giving a
boost to the health and wellbeing of employees and creating a climate of trust and safety that Iii,.
would support the business environment within the business units. Y
Siemens UK and Siemens USA developed and launched their respective R&R programs based on
these core values to promote a culture of employee engagement and trust which could contribute to
better business pa-formance.
CHAMPIONS PROGRAM - SIEMENS UK
To recognize e~loyee contributions, Siemens UK launched the Champions program in May
2009.9 Through the program. the company aimed to deliver the highest quality of service and
products to its customers. "Our employee value proposition sets out each element of total reward
and makes it clear that Champions has its own purpose, " 10 said Amanda Butlough (Bullough),
reward consultant of Siemens Pie. said
The program was initially rolled out for 14,000 Siemens UK employees who worked across
various businesses and locations, including the office, field, manufacturing. and home workers. 11
Later on, the program was rolled out internationally for employees in Sweden. Finland, Ireland,
Denmark, and Norway.
Program Design
The Champions program was designed by P&MM Motivation (P&MM) based in Milton Keynes,
Buckinghamshire in the UK. The firm specialized in designing award winning performance
improvement programs.12 The Champions program was designed to align with the company values
of Siemens and drive employee behaviors that supported responsibility, innovation. and excellence
and its commitment to zero hann.
The Cha~ions program ,vas a peer-to-peer recognition program rather than a top-down one. To
improve overall employee engagement, the program was designed to encourage employees to
nominate their colleagues for their outstanding behavior rather than waiting for managers to
formally nominate individuals.
Program Structure
The Champions program was structured for peer-to-peer recognition that allowed employees to
personally recognize peers who demonstrated the Siemens corporate values through their
interaction with colleagues and customers. Employees could nominate colleagues for recognition
online or through a post card. There were various levels of recognition starting with a simple
cCord 'Thank you' up to high-value gold awards presented at the C0"1)any's annual awards
ceremony. (Refer to Exhibit II for the various levels ofrerognition)
There was no limit placed on how many recognition points individuals could build up in their
account. The co~any deposited the points total representing the value of a monetary award into
employees P&MM reward accounts and they could select how to redeem them.
The rewards offered were on the basis of the points gathered by the nominated employee in a
given period. They included merchandise, gift cards, and vouchers. In addition, the business unit
also offered a virtual prepaid card. This was the first application of virtual prepaid technology in
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81-ns Dtllgns largMCIII RfWIRlt l Recoi,,ttlon Prow- to Embed an ...
the UK. The virtual prepaid card offered employees instant access to redeem rewards through
about 40 retail partners. "Most people opt for a re-loadable gift card - 30"/4 of all points awarded
are redeemed through Amazon cards. Merchandise ;s less popular,"0 Bullough said.
Siemens UK encouraged new managers to peer check their recommendations for approving
awar~ before making and conveying their final decision. The recognition scheme was a standing
item at all team gatherings or meetings and the company invited employees to share news about
receiving an award on social media, increasing the scope and visibility of the recognition process.
The line managers responded quickly to an online nomination and used the platform to calculate the
points and offer inslant rewards to the nominated employee. The approval times for the Champions
rewards also went down by 40 percent in comparison with the previous recognition programs. 14
Siemens UK categorized the gold awards into Customer First, Unsung Hero, Business Excellence,
and a Chief Executive award for the individual or team. Siemens UK put in place multiple metrics
to demonstrate employee participation and impact including information on unique visi1s to the
program website, information highlighting any issues with management approval and system
access, and quarterly reports on the amounts redeemed. Siemens UK received the Gold Award at
the prestigious Institute of Promotional Marketing Awards 2012 held in London for the 'Employee
Recognition' category.•~
Siemens UK employees had received about US$5.85 million worth of recognition awards as of
October 2015. The employees received approximately USS 1.59 million in recognition awards in
just 12 months up to September 2015. The company also reported that more than 18,900 individual
nominations had been made in lhe financial year 2014/1 S. 16 The success of this program is
testament to the dedication and creativity that is applied to ea£:h individual project by the team.
We are delighted that Siemens and P&MM have gained such great recognition from our industry
peers through these prestigious 011ords:· 11 John Sylvester, Divisional Managing Director of
P&MM Motivation, said.
YOU ANSWERED PROGRAM - SIEMENS USA
Siemens USA was an independent subsidiary of Siemens AG 1ha1 provided technology solutions
and innovation in the fields of health care, infrastructure, energy, and industry. Siemens USA had
a decentralized structure comprising various autonomous business units. Many of these units had
their own employee R&R programs, which had been in place for many years. But, this operational
independence resulted in reward and recognition programs that differed across its business units
and were not consistently connected or aligned to corporate needs and requirements.
Siemens USA, which had about 60,000 employees in all 50 states and Puerto Rico, wanted to have
a company-wide program that could balance its business autonomy with better corporate-level
visibility, control requirements, and oversight. 11 But, it was aware that making a successful
transition 10 a company-wide program would not be an easy task. It required skillful consensus
building and a flexible design approach. It planned to have a unified recognition solulion that
could fulfill its objectives.
Program Objec:lives
Siemens USA expected that the unified recognition solu1ion would help to streamline the cost
overheads incurred due to resources for managing the multiple reward and recognition programs
across units and at the same time evolve to act as an internal communication program to extend the
Siemens brand among employees. Some of the other objectives were:
• Motivate, engage, and unite the diverse workforce
• Bring consistency across the different approaches followed by different departments for
employee recognition and their supporting processes
Ulliuwno,-o-l
•
Slemt,- Dtslgns Large-seal, Rowards & Recognition Programs to Embed., ...
Offer the HR team more clarity on the R&R program including eligibility, nomination,
approval, and reward issuance process
• Enable the finance team to easily track and reward employees as pan of the total compensation
equation.
Program Design
As lhe ncxl slcp, Siemens USA focused on building a consensus wilh lhe HR and compensation &
bcnefi1s teams across ils various business units. The company leveraged HR leaders to make the
program known to their executives. The Compensation & Benefits team presented the program to
the Finance group as a solution to its fiscal management and control needs. "We col/ecied and
shared common processes, current practices, common themes, and approval stroctures. ''19 James
Brown (Brown), Head of Heallh & Wellbeing UK at Siemens Energy Ltd, said. After having
involved these stakeholders, Brown and the HR leadership at Siemens USA coordinaled wilh a
team al the world headquarters in Germany in order 10 communicale details of the program and
secure approval for branding elements.
Siemens USA wanlcd lcchnology lo play a major role in its employee reward and rccognilion
iniliativc. It decided to develop a unified recognition solution with features such as customized
solutions and off-the-shelf packages, using lcchnology to have the ability to provide a solution to
its requirements or needs. iq,lementation time and effort, and cost and reliability. Siemens USA
found a technology partner in Madison Performance Group• (Madison) that helped design and
implement the •vou Answered' program on its 'Imagine' recognition and reward platform in
2010. 20 Madison automated the 'rules logic' on the platform that l!llde it easier for line managers
to recognize people. According to Mike Ryan, SVP of Marketing and Client Strategy at Madison
Performance Group, "Compliance is key for progressive companies - they are the ones that see
recognition activity as an asset. While they s'iJ:'tinize it like any other investment, they build a
business case to project the impact and rank itJ l!{oJected return. Not being able to identify all the
expenses within the enterprise upfront actual?.' helped them make the case for a platform that
added the need to properly manage a program. 1
The program was built so that ii olTered 4 Cs:
• Compliance to the program's policies and rules;
• Control by providing details at both the summary and granular level;
• Consislency by offering a personalized user experience at the business unit level for all
stakeholders; and
• Convenience for employees and HR teams through a seamless, simple, and intuitive platform.
Siemens USA utilized the You Amwered program to connect employees with the parent
company's external branding message. Siemens AG had launched lhc global •Answers' campaign
in 2007 with its core communication being "We have the answers to lhe World's toughest
questions. n The aim of the advertising campaign was to showcase that Siemens AG was a leading
solutions provider in the fields of environment and energy, industry, and healthcare." The
campai&n showcased that Siemens's employees had the solu1ions for the customers' needs and
questions around environmental issues. building infrastructlD"e, and city expansion. Siemens AG
Wtlllled all its employees to stand with their colleagues who needed exlra help, guidance, or
support on projects. In this way, employees could support each other and help create solutions for
customers' queslions and enhance 1he company brand.
Siemens USA's 'You Answered' R&R program complemented and promoted Siemens AG's
global •Answers' advertising campaign. The program allowed employees to send an .Card thank
you note to those colleagues who had helped them when they needed help. and the managers were
~ Madison provided enterprise-class organizations with employee recognition, incentives, and service
anniversary programs designed for the needs of1hc workforce
PM Siemens Designs [Link] Rewards & RKOIJllllon Programs to Embed an ...
rm@tttfh·i·il·1
informed aboul it. The winners of the Siemens peer recognition program received a branded
reward card. ..Instead ofusing a generic gift card, we realized a branded reward card would be a
powerful "-'OY to remind the recipient oftheir role in our company's mission - to be the answer -
every time they take it out and use it extend lhe program's impact,"24 Brown said.
By 2015, the You Answered program had about 47,690 users; 76 percent of managers logged in,
47 percent issued an award, 29 percent of users received an award and the average number of
recognitions received per recipient was I. By 2011 the platform had 51,481 users, 85% of
managers logged in. S3% issued an award and 38% of users had received an award. 2'
In order to increase the visibility of the program among Cf11Jloyecs the website offered success
stories of employees, employee photos. gamilication and mobile compatible features by 2013. By
2015, a personalized layout with a personalized dashboard feature and bold look and feel was
made available. (Refer to Exhibit Illfor the R&R dashboard)
ROAD AHEAD
In June 2020, Siemens UK launched the Share Thanks and Rewards (STAR) employee rewards
and recognition solution in ASEAN'.'" The STAR program leveraged Madison's Maestro, a
uniquely configured SaaS based solution that was accessible any lime for employees on any
device. The STAR program provided a variety of recognition options like Points, E-cards, and
Cash." Employees used the points to shop on the portal, which was integrated within the tool, thus
providing them with a seamless experience. The STAR program also enabled cross-country teams
to appreciate e~loyees based in other countries. The 'Recognition Wall' in the tool enabled users
to share public messages with the network using Text, Audio, or Video. II also helped drive peer-
to-peer recognition. thereby acting as an enabler for cross-functional collaboration. Timely
recognition complemented and strengthened the performance/feedback process. STAR recognition
was aligned with Siemens Ownttship culture goals. helping recognize behaviors and contributions
aligned with the company's values and purpose.
In January 2022, Siemens UK won an award for ·Most Motivational Benefits' as part of the 2021
Employee Benefits Awards program." The award was received by the Siemens Compensation and
Benefits UK team for the STAR program. '"This is so amazing for us as a team. it ·s been a long
time coming. We've had many colleagues involved in this, not only here in the UK but it's a global
project and a massive order for all of us. It's a big team effort. .,'l'J Heike Avramovic, head of
compensation and benefits for nor1h-west Europe at Siemens, said.
Siemens continued its act ofi reward and recognition even during the Covid-19 Coronavirus
pandemic. In November 2020, it approved special COVJD-19'-relaled bonuses totaling about
USS232.8 million (Up 10 USSI 16.4 for every employee) 10 all its 300,000 employees except senior
managers. JO The reward amount was adjusted sq,arately for employees across business units
operating in different countries based on the World Bank's independent Purchasing Power Parity
Index. The special COVID-19-related payment was lo recognize its employees for the hard work
they put in during the pandemic. It was part of the Group's commitment to be a caring and
responsible employer during uncenain times. ..By making this one-time special payment. the
Managing Board is underscoring its appreciation for our colfeagues • extraordinary performance
and dedication under the most difficult conditions. We wish to express our sincere gratitude to the
employees who are now .flifl tirelessly going the extra mile and are h,dping lo keep Siemens on a
[Link] trajectory...,, Joe Kaeser, President and CEO of Siemens AG, said.
ASEAN. the Association of Southeast Asian Nations. is a political and economic union of 10 member
states in Southeast Asia
d Coronavirus disease (COVJ[).19) is an infectious disease caused by the SARS-CoV-2 virus.
,;1u,,,,,,w,,-,.,,!: Siemens DesigM ~ Rewards & RICOIJ!ltlon Programs to Embed an ...
The Vision 2020 adopted by Siemens AG in 2015 to focus on profitable growth was extended after
the company was ranked ninth on Forbes list of the World's Best Employers in 2020." The
company further extended the Vision 2020 to Vision 202o+. One of the seven goals for the
implementation of Vision 2020+ was to continue to be an employer of choice. (Refer to Exhibit IV
for the Vision 2020+ strategy) The management believed that in order to be successful, highly
engaged, motivated, and capable employees were essential and this meant that there was a need to
continuously improve the attractiveness of Siemens as an employer.
E,hlblt I:
Operational Model based on Purpose and Owoenhlp CuUure
Purpose
luMnn110Sodlly
Yllul Cf'Hdon few Ill ltllkeholdwl
w. ......... _ _
Source: Joe Kaeser. "Vision 1010+Shaping the f11t11re Siemens". https:/[Link]. August 02.
2018
0~
Siemtns Dtslgns LlrgHCIII Rew..ts ,. RICOIIIIIIIOII PrograM lo Embed ., ...
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Exhibit JI:
Recognition Levels
The business unit created levels for individuals and teams to recognize and be recognized across
different R&R platforms.
eCard Thank you: Siemens UK used employee recognition platfo.-m eCard Thank you to
instantly recognize a behavior which had a positive impact. In other words, it was a simple
Thank you for a job well done. The recognition platform had no monetary value and required no
approval. The company made it available all year round for both individuals and teams to
recognize and be recognized under this category.
Instant awards: The company used the Instant awards recognition platform to award a
performance which was above and beyond expectations. It was an instant recognition with a
financial value of between £5 and £1()0 attached to it. The recognition platfo.-m required the
nominee's line manager and expenses approver's approvals. It was available all year round for
both individuals and teams to recognize and be recognized under this category.
Podium awards: Siemens used this recognition platform to award a significant achievement
which contributed to considerable business success. The Podium awards had three sub
categories - Bronze, Silver, and Gold.
• Bronze: It had a monetary value of up to £250. This recognition was awarded to individuals
whose behavior created a considerable positive impact on their colleagues, customers, or the
business. It was adjudicaced and awarded at the business unit level.
• SUver: It had a monetary value ofup to £1,000. Bronze award winners were automatically
considered for a silver award. This recognition was typically adjudicated and awarded at a
division level.
• Gold: It had a monetary value of £1,500. This category had nine gold awards available
which were presented at the company's annual awards ceremony. Winners of silver awards
were considered for gold awards. This recognition was adjudicated at the corporate level by
the HR director and chief executive. The Podium award was subjected to adjudication
panels' approval. Bronze was available all through the year, silver was awarded once a
quarter, while the gold was awarded annually.
Source: "Recognising Clra,npions at Sieme11s", h1tps:[Link]/11p/[Link]/es/Siemens_
Case_StudJ,.pd/. March 20/6
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Exhibit Ill:
Siemens R&R Dashboard
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Source: Lourence Silverslein, "Siemen.c; • Employee Recognition Follow Up", hups:[Link]/nyu_
xupotcqhlsiemens-employee-rtt0gnition-follow-upl. January J5, 2016
JO
lt)u,,,,,,,,,.,,.,.,,.1 Sitmoiw Dnigns LargMCalo Rewards & Rocoi,,ition Programs to Embed 111 ...
Exhibit IV:
Vision 2020+ Strategy
Siemens AG set seven goals for the implementation of Vision 202o+. These goals had clear and
measurable key performance indicators to measure success. The company also planned 10
regularly communicale progress through management reports.
I. Grow company value: The company wanted to create the conditiom to improve the
standards for sustainable value creation and profitability. This was indicated through a
medium term objective of increasing its industrial margin level by two percentage poinlS.
2. Sharpen business focus In E-A-D (electrification, automation, and digitalization): The
company planned to focus clearly on particular markets and customers in the EAD domain
and be in a position to adapt quickly to changes.
3. Br a partner of choice for customen: Siemens AG wanted to improve its cu~tomcr
satisfaction index by a further 20 percent at least.
4. Get closer to markets: The company wanted to further align ilS global footprint with the
requirements of its markets that were becoming more localized in order to ensure that the
majority market share and revenues were from businesses headquartered ourside Germany.
5. Lean governance and continuous optimization: Siemens AG wanted to significantly
~rove the efficiency of its support functions and services. To achieve this, the Siemens
Group of co111>3nies were to be supported by lean but robust governance and an effective,
i~act-focused support structure.
6. Be an employer or choice: The company believed that highly engaged, motivated, and
capable employees were the foundation of its success. In order to continuously improve the
►
attractiveness of Siemens as an employer, the company decided to use its employee
satisfaction index to measure continuous improvements.
7. Ignite pride and passion among employees through ownenhip culture: The
management decided to further improve aspects of leadership, openness. diversity. and
)
innovation that were part of its ownership culture and measure progress in this area through
its employee surveys.
Source: https:l/[Link]·.[Link]/
End Notes:
1
"Siemens 'Champions" employee recognition aaoss a European netWOrk I Incentive & Motivation'".
hnps://[Link]-a-curopcan•
ne1work-inccntivc-motivation/, September 14, 2016
2 Siemens - Vision 2020, hnps://[Link]/globaVcnlprcssrclcasc/sicmcns-vision-2020, May 07,
2014
J Leo Jakobson, "Siemens' Rccognilioo Program Encourages Praise without Points··. hnps://www.
[Link]/lnccn1ivc/S1ra1cgy/Sicmcns-Rccogni1ion-Program-Encouragcs-Praise-
Without-Points. June 01. 2012
4 "Best Rewards and Recognition Programme", hnps://[Link]/employee-
cxpcriencc-awards-sg/2021-sg-winncr,i, 2021
5 ''Siemens Awards", [Link]
" "Siemens AG'", [Link]
7
"Siemens AG", [Link]
II
rti,a,:1,,,,.,,.,.,,.; Sl«Mns Dnlgna LargHcalo Reward, & Recognition Provn,n1 ID Embed an ...
1
[Link]
prcss-analyst-confcn:[Link]
9 ··How Siemens uses apprccia1ioo to create a superior employee cxpcricncc··. [Link]
onlinc. nd/bow-siancns-uscs-apprcciation-to-crcatc-a-supcrior-cmployco-cxpcricncc, NO\"Cfflba 26, 2020
10
"Recognising Champions at Siemens", hnps://[Link]/uploads/cditor/files/Siemcns_Casc_
[Link]. March 2016
11
..'Siemens "Champims' employee recognition across a European nctwcrl I Incentive & Motivation'', https:/1
inccntivean<b<[Link]-champions-employec-rccognition-aaoss-a-curopc:an-netw<d.-incentive
-motivation/, September 14, 2016
n Viola Caon, '"Siemens UK wins award for employee recognition", https:f/[Link]/
issues/june-2012-online/siemens-uk-wins-award-for-employee-recognition/, June 20, 2012
11 ""Recognising Champions al Siemens", [Link]
[Link](, March 2016
14
Ibid.
15
Viola Caon, ..Siemens UK wins award for employee recognition", [Link]
issues/junc-2012-onlinc/siemens-uk-wins-award-for-employce-rccognition/, June 20, 2012
16
"Recognising Champions al Siemens··, bnps://[Link]/uploads/editor/filcs/Sicmcns_Case_
[Link], March 2016
17 ..Siemens UK wins Gold at the 1PM Awards 2012", [Link]
gold-al-the-ipm-awards-2012, Jun 19, 2012
18 "Making the Case for Recognition.., [Link]
casc-for-rccognition/, 2011
" "Making the Case for Recognition", [Link]
casc-for-rccognition/, 2011
20
21
22
Lorri Freifeld. '"Siemens USA Revamps Its Recognition Program", hnps://[Link]/sicmcns-usa-
rcvamps-its-rccognition-program/, November 14,201 I
"You Answered Rewards Program Madison Pcrfom1ancc Group and Siemens USA", [Link]
cn/communitics/you-answcrcd-rcwards-program-madison-perfonnancc-g_gnalgufv.html May 04, 2011
RK Swamy. "Bronze Winner: Siemms Answers Campaign'", h1tp:l/[Link]/
)
digital_2009r/.c2o/.ADBronze,.[Link]
ll ..Siemens Answers", h11ps://[Link]/2007/11/l l/siemens-answcrs/
24 Lorri Freifeld. '"Siemens USA Revamps 11s Recognition Program... hnps://[Link]/sicmens-usa-
rcvamps-its-rccogni1ion•program/, November 14, 2011
25 Laurmcc Silvcrslcin, •-Siemens - Employee Recognition Follow Up.., hnps://[Link]/nyu_xupo1cqh/
siemcns--employcc-rccognition-follow-up/, Fri Jan 15 2016
26 How Siancn.s uses apprcclatim to create a superior employee expaiencc", [Link]
[Link]/ho,1,,•.sicmcns-uses-apprcciatioo.•to-create,.a-superior•employce-cxperimce, Novanbcr 26, 2020
27 Ibid.
21
..Siemens
STAR program. powered by Maestro, recognized by Employee Benefits Awards UK",
[Link]
bcnc6ts-awards-uk, January 11, 2022
,. Ibid.
,o "Siemens to distribute €200 million in special COVIO payments to its employees", [Link]
globaVcnipn:ssrclcasc/sicrncn,-distrioot<><l\1200-million-special-covid-paymcnis-iis-anploy=, Novcmba 02,
2020
" Louron Pratt, ''Siemens rewards employees with €1,000 bonus··, [Link]
siemcns-cmployccs-bonusl. November 04, 2020
12
..Sustainability information 2020'". [Link] 13f56263-
0d96-42 lc•a6a4-9c [Link]. November 27, 2020
12