PDF (15.90 MB) - Boehringer Ingelheim Annual Report 2012

“RLDP journey: a great learning opportunity,that was enhanced by the sharingof different experiences on how leaderscan change teams by translating thecompany vision into their own work unitand inspiring employees to strive for thatvision.”For the success of our business, it is crucial to trulyfoster the development of employees, first within theirorganisation, and then to prepare employees forleading teams in a globalised environment.mohammed al-tawilbusiness headmiddle east & near east regiondubaiRLDPThe Regional LeadershipDevelopment Programme (RLDP)is a major step in the processof building leadership capabilitythat is grounded in the valuesand focused on enabling thecompany to deliver Value throughInnovation.that the effective integration of diverseviews, different experience and theknowledge of all employees make a significantdifference when it comes to understandingglobal and complex marketsand customer needs.In order to be successful, it is essentialto have the right people at the rightplace with the appropriate skills andexperience, with diverse personal andprofessional backgrounds enablingthem to contribute in their entirety.Boehringer Ingelheim wants to encourageeverybody to develop their talents,knowing that their individual characteristicsand distinctive backgroundsare an asset to the company.The company has strengthened an understandingof the value of diversityand inclusion. For diversity and inclusionto become a genuine part of howBoehringer Ingelheim conducts business,we will integrate diversity and inclusionwithin all processes in our businessesand functions to leverage itsvalue and benefit.Leadership developmentLeadership development enables thesuccessful execution of the BoehringerIngelheim strategy and ensures a successionof well-prepared leaders to supportthe sustained growth and independenceof the company.Overall, the leadership developmentframework will support leaders by providingappropriate development basedon their individual needs and the differentstages in their leadership career,with tailored programmes for the needsof senior executives, middle managersand team managers.Boehringer Ingelheim’s operatingenvironment is undergoing extensiveand rapid change. Power is shifting topayers, regulation is intensifying andnew competitors are appearing inunexpected places, while new marketsare opening across the globe. In thiscompetitive situation, BoehringerIngelheim has made significantchanges to its global strategy andits operating model.16 Boehringer Ingelheim annual report 2012