The Leadership Essentials Actions

First we created Leadership Essentials, Values and Behaviours to provide a common language to
help us grow and perform. We then socialised and promoted them. Now we provide tools and
support and will hold one another accountable for shaping our culture and delivering on our
strategic goals.

We are bringing together many supports to evolve people management in accordance with the
Leadership Essentials. While many of the supports are still evolving, they are also all connected:

• Our Company strategy rests on two legs: the financial and operational performance
and the people and culture agenda.
• Raising the quality of people management and Leadership is one of the key actions we
can take to unleash human energy together. That means boosting employee
experience and reinforcing what really matters to our business and our people.

Connecting the Leadership Essentials, Values and Behaviours with the tools and supports
described below will impact our financial and operational performance and ensure our leaders
grow and support their teams to perform at their best.

Leadership Essentials
Tools that support your role as a people manager while delivering on the Leadership Essentials .

Leadership is about unleashing Human Energy. Leadership enables those around you to use their full
capacity and energy and is independent of hierarchies. All managers are leaders, non-managers can
be leaders also. Leadership is given a frame with the Leadership Essentials; it is both the What and
How and it is for the long term.

Our Leadership Essentials are a common language to help us grow and perform better as leaders.
This is a language that we can all use to hold one another accountable for shaping our culture, giving
feedback for development, and delivering on our strategic goals.

There is a difference between these essential principles on acceptable behavior and a personal style
of implementing them. We are all different and we appreciate the diversity of our leaders. Within
the framework of the behaviors, values and Leadership Essentials, we expect that a leader’s
particular style varies with the environment and the teams that they work with.

Successful leaders deliver on the What and the How as they adapt their behavior based on 3 things:

A leadership style that fits you while role modeling our values , behaviors and Leadership Essentials

The situation in which you are The team with which you work

Unrestricted
Leadership is about producing sustainable long-term results in line with our strategy through
effectively managing the human energy of your team; we are an energy company and this is at our
core. Leadership is a resource for the team or group you are working with, the “how” of leadership
impacts the “what” or results of the teams. By acting within the Leadership Essentials, our leaders
can better deliver on the How and What and help create our culture and perform better as leaders.
Our Leadership Essentials will remain steady while the tools and approaches will evolve.
Your action is to evolve as a leader so we can evolve as a company.

Your responsibility as a manager is to live up to the Leadership Essentials, to role model them and
leverage our tools to enable human energy.

Structure and tools to Action the Leadership Essentials

For each of our Leadership Essentials there are structures and tools to assist you in creating impact in
enabling the human energy of your teams

Leaders are curious learners

They are humble and invest in their own development by regularly seeking honest feedback as well as
new impulses from inside and outside the organization.

Structures to support you:

• The “My Growth” site enables feedback and self-insight , supported by Personality Insight ,
Multi Source feedback or Key Questions.
• Use the SE Learning platform to expand your expertise and seek best practice internally,
external and with our customers.
• Read and discuss our quarterly financial reports and notes from any analyst calls with your
team. What are the analysts asking? What does this tell us about the markets? How do we
need to respond?
• Take part in experiments: join in or explore opportunities such as the Let’s Innovate
platforms, leadership development , alumni activities, ExO Sprints, prototypes etc for
yourself and your team so you learn new ways of thinking and working and can apply those
that support your contribution to SE
Hints
o Challenge yourself and your team to explore external examples of alternative
approaches to issues – talk with people in other organizations, read expert
reports, check with customers, etc…Build the habit of asking questions before
you judge – take the time to ask clarifying and opening questions including
asking people: where have you already looked for possible solutions? External?
Internal? What do you suggest?
o Regularly read or listen to articles and reports from a variety of external
sources and from other industries (cross industry learning often leads to
innovative approaches)

Unrestricted
 Leaders create the future
They are cost conscious and manage multiple priorities by delivering on each quarter’s
performance while building our company for long-term success.

Structures to support you:

• My Performance Top 5 Responsibilities and Goals focus work within the quarters and align
to the company, division or team longer term strategy.
• Succession – All managers should identify a successor to ensure long term success. With your
manager to agree on team member(s) who could be your successor and concrete
development actions for them and document in my performance. For our most senior or key
roles the SRM process provides centralized succession .

Hints
o Communicate the company’s mission and vision as a frame for decisions and
actions for today and for tomorrow
o Help your teams discuss how to balance delivering today while building the
future. It is difficult, and authentic conversations help address specific challenges
and find examples

Leaders deliver as one

While focusing on their individual commitments, they act on behalf of Siemens Energy and
beyond their own organizations, in the greater interest of customers, communities and people.

Structures to support you:

• Cross organization transformation activities: encourage team members to join networks
such as the Change Ambassadors or local activities that let people actively try new ways, to
address local issues and so build a sense of responsibility and ownership.
• Support collaborative projects/initiatives across teams and boundaries: as we build an
inclusive culture and learning mindsets to raise agility and innovation, working with people
who have different perspectives is an important experience. Let’s Innovate is one example of
an ongoing collaboration.
• Recognise others using “Star” and “Passion for Energy” awards or offer regular Check-Ins.
Recognition can be across teams and not only within your organisation
• Encourage employees to find meaning by linking their top 5 responsibilities to strategy or
team goals in “ My Performance “.

Hints
o Actively start or support cross-team projects or other collaborations
o Encourage employees to find communities within the company that fit their
meaning
o Encourage discussions of the team’s role in strategy to know the part they play
and emphasize the value of each single role.
o Role model delivering as one visibly, for example invite someone from another
team – preferably a stakeholder of your business – to share their feedback on
the collaboration or a perspective on a joint customer etc.

Unrestricted
 Leaders grow our people
They hire people better than themselves, develop strong teams and talents, and actively place
their best talent across Siemens Energy.

Structures to support you:

• Recruit by engaging the industry’s best people on LinkedIn and other platforms;
promote jobs ads and get skilled at interviewing so you help bring the best talent
that will enable our long-term success.
• Support Self-Direction & Responsibility by focusing target setting on the challenge
and have employees provide the targets and goals to solve that challenge
• Encourage growth through goals that are Meaningful, Aspirational and Progress-
based (MAP). in “My Performance” Discuss progress with your team members in a
way that encourages reflection.
• Leverage Growth tools on “My growth ” for self-insight and encourage learning via
the “SE Learning Platform” to get better at the work we do.
• Continual growth via the “My Performance check-in” coaching conversations
• Be a mentor and support your team in finding mentors

Hints
o Explain the challenge and let employees create targets;
o Scope job descriptions so employees can shape their job around strengths
o Ensure goals agreement provides freedom.
o Onboard new hires into the why behind the company
o Identify the development opportunity within each performance goal.
o Focus more on explaining the challenge and less on managing it
o Do quarterly mutual feedback sessions in your team meetings; team members
give each other feedback and then reflect together on what they have learned.

Leaders ignite change

They challenge the status quo, role model our values and behaviours, and create change
multipliers across Siemens Energy.

Structures to support you

• Drive Transformation first by thinking about and involving your team in considering how
changes in how you work can improve results. The SE behaviors will guide you. Second, try
out those changes – prototype them, adapt, and learn quickly what leads to better
outcomes. Then share your learnings with your peers and organization. Remember, learning
to change fast without fear is key to staying ahead of the market. Reach out to the Change
Networks for support in this process
• Explicitly link your decisions to the Strategy One Pager – this gives context to decisions and,
by linking your local decisions and actions to the overall strategy, it helps employees link
their unit and team into the SE story and shows we each act according to our shared
roadmap
• Get clear on and then communicate the purpose, vision and mission of SE at every chance.
People need to hear it consistently thousands of times to believe it.
• Appreciate the members of SE change networks in your organization; recognize those who
facilitate the transformation and support them taking time for this (Transformation
Accelerators, Change Ambassadors, etc).
• Get feedback on how you are perceived - as driving or blocking change? Use the Multisource
Feedback Tool ( link) or just ask people!

Unrestricted
• Role model the Leadership Essentials and SE Behaviors. Call them out when you see a good
example and speak up when you see a bad example. Refer to specific examples in
performance dialogues.
• Leverage SE Voices. Listen to your team’s feedback during SE voices and team up to take
actions with them. Let them explain the results to you and also what actions they want to
take to increase engagement.
Hints
o Build the capabilities we need to execute on our strategy: challenge your set
ideas and those of others. Ask questions like: What is your idea to solve this?
How else could we do it? How could we make it simpler? What you focus on and
how you act magnifies into the culture around you. Leaders are accountable for
the culture in their organization
o Make it safe to speak up. When people feel safe to speak up, safety goes up,
NCCs go down, innovation and efficiency rise. Engagement rises.
o Link SE Voices actions to our Values: Caring, Agile, Respectful, Accountable
o Reflect on your actions – do they match what you say? The impact of what you
do is always stronger than what you say (Walk the talk).
o Take the stakeholder point of view: if you were the customer, would you like
the way we work? If you were an investor, would you put your money in a
company with that approach?

Leaders stand for safety and Integrity

They live by and proactively intervene to ensure the highest standards of safety and business
integrity.

Structures to support you

(Safety)
• Proactively support the ambition of being an environmental, health and safety leader in the
industry by embedding the four principles that drive our Zero Harm culture (Zero Harm is
achievable, We do not compromise, We take care of each other, We develop locally and
share globally) across the company/ in your area of responsibility.

• Understand your responsibilities and the ownership of decisions regarding environment,

health and safety in your business, take responsibility for your own health and safety and
that of others, act quickly and decisively where risks are identified and demonstrate care for
others through your actions.
• Ensure your employees are being trained, qualified and competent to carry out their work
activities safely.
• Demonstrate Zero Harm behaviours (Risk Assessment, Stop!, Incident Management, Driving,
Health and Environment) to reach our goal: zero harm, zero fatalities.

(Integrity)
• Ensure their teams understand the importance of responsible business conduct, act in
accordance with the law and Business Conduct Guidelines (BCGs; Business Conduct
Guidelines), and understand the consequences of misconduct when it occurs,
• Create a trusting working environment where employees feel safe to speak up and bring up
their questions or concerns,

Unrestricted
• Take every indication of possible misconduct seriously, report it to Compliance (Compliance
Contacts), and protect the identity of employees who report potential misconduct from
retaliation or other negative impact,
• Ensure that compliance with legal requirements is constantly monitored and maintained
across all areas of Compliance, including Business Partners, Export Control, Data Privacy,
Anti-Trust, Anti-Money Laundering, and Human Rights (Compliance Homepage),
• Lead by Example - Act fairly and reliably, stand for fair competition, and work in a
transparent manner,
• Embody Compliance as a non-negotiable part of our culture.

Hints
(Safety)
o Conduct the Heath & Safety self-assessment (expected to be available from
January 2022 onwards) to gain insights how you could foster Safety in your daily
routine
o Exchange with your manager and team to drive the safety behaviours in your
area of responsibility

(Integrity)
o If you are 100% sure you can make these four statements, then you are
operating with integrity:
- My decisions are in the best interest of Siemens Energy and aligned with our
values
- My decisions are lawful
- I take full responsibility for my decisions
- I am comfortable with my decisions or their consequences appearing on the
front page of a newspaper

Unrestricted