Everyone is different – and that’s a good thing. An important factor in Infineon’s success is its diversity, because every employee has the opportunity to contribute their own strengths. This diversity leads to new perspectives, ideas and abilities – and thus promotes a spirit of innovation. Infineon sees individual differences as a gain for the company.
Our corporate culture is also based on valuing the individuality of our employees. Regardless of age, gender, disability, origin, religion, beliefs and sexual identity, all people are respected, equal opportunity is required and talent is developed.
Diversity management at Infineon promotes this culture worldwide – with three main focuses:
A good work-life balance at Infineon stands and falls with our range of work models with flexible working hours, such as part-time, telecommuting, sabbaticals and partial retirement. There may be different reasons to use models with flexible working hours depending on the lifestages of our employees – whether it’s childcare, relatives needing care or other individual reasons. In the chapter, “Workforce – We want everyone to be well and happy,” we go into detail describing the different flexible working hours options.
On Diversity Day, Infineon sets an example for diversity in the company. As early as 2007, the company had signed the “Diversity Charter”, an initiative to promote the recognition, appreciation and inclusion of diversity in German corporate culture. We have set ourselves the task of creating a work environment that is free from prejudice.
Jens Oestreich works as a system expert for electrical parameters in product engineering. He has taken parental leave twice over a longer period of time. After being completely at home with the first child during his first parental leave, he reduced his working time when the second child came.
The applications were filled quickly, and the implementation went smoothly. But the transitions between first parental leave and work were very abrupt – both in terms of work and the social environment. As a result of our experience, I reduced my working time for my second parental leave from eight hours to four hours a day. And my wife did the same thing then too. This gave us the best of both worlds: a lot of time for our children, but also regular contact with our colleagues and keeping an eye on our job responsibilities. This had a much smaller impact on our social and professional lives than with the first parental leave. And we liked it better as a family because the transitions were much easier to manage. After the end of my parental leave, I simply increased the number of hours again.
Although the proportion of women in technical occupations is on the rise, women are still outnumbered by men. Making sure that women and men fundamentally have the same opportunities at Infineon is the goal of the “Gender Diversity Initiative.” Already by 2011, Infineon managers had established a Gender Diversity Network to help shape an attractive working world for women and men, in which equal opportunity was lived, thereby contributing to increasing the proportion of women at Infineon even more.
Since then, there are now local gender diversity networks (GDNs) at many company locations, which actively support local activities.
It’s very important to me to make girls and women in technical professions visible and to promote them. Infineon does a great deal to promote women and guide them on their way. I myself have taken many of the opportunities that have been offered to me, and I am very grateful for that. That’s why I always like to support young women and give them the courage to go their own way.
Infineon Regensburg regularly organizes Role Model Talks in cooperation with the local partner schools. Here, schoolgirls have the opportunity to ask their questions to female engineers in a relaxed atmosphere and learn what their daily work days are like. The aim of these events is to remove any fear the girls may have about pursuing technical studies or apprenticeships and to show them opportunities for their future career.
With more than 19 percent women in management positions, Infineon has already exceeded its 2020 target for the Asia Pacific region. In the long term, the proportion of women should rise to over 20 percent. But it’s not just about numbers, it’s also about creating a work environment in which all employees can contribute and achieve individually.