The COP describes any action(s) that the company plans to undertake by its next COP to have the credibility of the information in its COP externally assessed, including goals, timelines, metrics, and responsible staff

Information is assured by independent assurors (e.g., accounting or consulting firm) using their own proprietary methodology

Other established or emerging best practices

The information in the COP is reviewed by members of the Siemens Sustainability Advisory Board, consisting of various individuals that are renowned sustainability experts, not being on the pyroll of Siemens

Applies the GRI Sustainability Reporting Guidelines or the GRI Standards

Applies elements of the International Integrated Reporting Framework

Provides information on the company’s profile and context of operation

Place responsibility for execution of sustainability strategy in relevant corporate functions (procurement, government affairs, human resources, legal, etc) ensuring that no function is conflicting with company sustainability commitments and objectives

Align strategies, goals and incentive structures of all business units and subsidiaries with corporate sustainability strategy

Assign responsibility for corporate sustainability implementation to an individual or group within each business unit and subsidiary

Design corporate sustainability strategy to leverage synergies between and among issue areas and to deal adequately with trade-offs

Ensure that different corporate functions coordinate closely to maximize performance and avoid unintended negative impacts

Other established or emerging best practices

The Siemens Sustainability Strategy is represented by various groups in the company. 1. The Siemens Sustainability Advisory Bord (External Experts); 2. Siemens Sustainability Board (Top Management representatives); 3. Sustainability Managers in the Reg...

Analyze each segment of the value chain carefully, both upstream and downstream, when mapping risks, opportunities and impacts

Communicate policies and expectations to suppliers and other relevant business partners

Implement monitoring and assurance mechanisms (e.g. audits/screenings) for compliance within the company’s sphere of influence

Undertake awareness-raising, training and other types of capacity building with suppliers and other business partners

Other established or emerging best practices

The combined Report (FInancial Report and Sustainability Report) contains best pratice examples along the entire value chain (suppliers, own operations, customers)

Process to ensure that internationally recognized human rights are respected

On-going due diligence process that includes an assessment of actual and potential human rights impacts (BRE 2 + BRE 3 + ARE 2 + ARE 3)

Internal awareness-raising and training on human rights for management and employees

Operational-level grievance mechanisms for those potentially impacted by the company’s activities (BRE 4 + ARE 4)

Allocation of responsibilities and accountability for addressing human rights impacts

Internal decision-making, budget and oversight for effective responses to human rights impacts

Processes to provide for or cooperate in the remediation of adverse human rights impacts that the company has caused or contributed to (BRE 3+ BRE 4 + ARE3 + ARE 4)

Process and programs in place to support human rights through: core business; strategic philanthropic/social investment; public policy engagement/advocacy; partnerships and/or other forms of collective action (BRE 6 + ARE 6)

Other established or emerging best practices

With our Siemens Business Conduct Guidelines we have comitted ourselves to observing Human Rights and the core labour standards. With our Code of Conduct we ensure that these basic rights and principles are also observed in our supply chain

System to monitor the effectiveness of human rights policies and implementation with quantitative and qualitative metrics, including in the supply chain (BRE3 + ARE3)

Monitoring draws from internal and external feedback, including affected stakeholders

Leadership review of monitoring and improvement results

Process to deal with incidents the company has caused or contributed to for internal and external stakeholders (BRE 4 + ARE 4)

Grievance mechanisms that are legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue (BRE4 + ARE4)

Other established or emerging best practices

Grievance Mechanism in place on reported assumed violations from external stakeholders; Monitoring of Human Rights as integral part of Project and Risk Management Systems, reported quarterly and part of related global training programs for all employees

Commitment to comply with all applicable laws and respect internationally recognized human rights, wherever the company operates (e.g., the Universal Declaration of Human Rights, Guiding Principles on Human Rights) (BRE1 + ARE1)

Integrated or stand-alone statement of policy expressing commitment to respect and support human rights approved at the most senior level of the company (BRE 1 + BRE5 + ARE 1 + ARE 5)

Statement of policy stipulating human rights expectations of personnel, business partners and other parties directly linked to operations, products or services (BRE 1)

Statement of policy publicly available and communicated internally and externally to all personnel, business partners and other relevant parties (BRE 1 + BRE 5 + ARE 1 + ARE 5)

Other established or emerging best practices

For more information please refer to the additional Sustainability Information to the SIemens Annual Report 2013 at http://www.siemens.com/sustainability/pool/en/current-reporting/siemens_ar2013_sustainability_information.pdf

System to track and measure performance based on standardized performance metrics

Dialogues with the representative organization of workers to regularly review progress made and jointly identify priorities for the future

Audits or other steps to monitor and improve the working conditions of companies in the supply chain, in line with principles of international labour standards

Process to positively engage with the suppliers to address the challenges (i.e., partnership approach instead of corrective approach) through schemes to improve workplace practices

Outcomes of integration of the Labour principles

Reference to principles of relevant international labour standards (ILO Conventions) and other normative international instruments in company policies

Reflection on the relevance of the labour principles for the company

Written company policy to obey national labour law, respect principles of relevant international labour standards in worldwide company operations and engage in dialogue with representative organization of the workers (international, sectoral, national).

Inclusion of reference to the principles contained in the relevant international labour standards in contracts with suppliers and other relevant business partners

Specific commitments and Human Resources policies, in line with national development priorities or decent work priorities in the country of operation

Structural engagement with a global union, possibly via a Global Framework Agreement

Other established or emerging best practices

Siemens Central Works Council,, the German Trade Union IGMetall and the global industrial union InustriAll have signed an international framework agreement on the principles of corporate responsibility.

Risk and impact assessments in the area of labour

Dialogue mechanism with trade unions to regularly discuss and review company progress in addressing labour standards

Allocation of responsibilities and accountability within the organization

Internal awareness-raising and training on the labour principles for management and employees

Active engagement with suppliers to address labour-related challenges

Grievance mechanisms, communication channels and other procedures (e.g., whistleblower mechanisms) available for workers to report concerns, make suggestions or seek advice, designed and operated in line with the representative organization of workers

Other established or emerging best practices

Employees and external stakeholders are encouraged to send their concerns, recommendations are concrete accusations of violations to the following Channels: 1. Tell-us Hotline; 2. SIemens Ombudsman, 3. SIemens at Social Media

System to track and measure performance based on standardized performance metrics

Leadership review of monitoring and improvement results

Process to deal with incidents

Audits or other steps to monitor and improve the environmental performance of companies in the supply chain

Other established or emerging best practices

For further informatio re Supoply Chain Management please refer to https://w9.siemens.com/cms/supply-chain-management/en/Pages/scm.aspx

Environmental risk and impact assessments

Assessments of lifecycle impact of products, ensuring environmentally sound management policies

Allocation of responsibilities and accountability within the organisation

Internal awareness-raising and training on environmental stewardship for management and employees

Grievance mechanisms, communication channels and other procedures (e.g. whistleblower mechanisms) for reporting concerns or seeking advice regarding environmental impacts

Other established or emerging best practices

The following channels are accessable for all STakeholders: 1. SIemens Tell-us Hotline, 2. Siemens Ombudsman,3. Siemens at Social Media Channels

Reference to relevant international conventions and other international instruments (e.g. Rio Declaration on Environment and Development)

Reflection on the relevance of environmental stewardship for the company

Written company policy on environmental stewardship

Inclusion of minimum environmental standards in contracts with suppliers and other relevant business partners

Specific commitments and goals for specified years

Other established or emerging best practices

For further Information, please refer to http://www.siemens.com/sustainability/en/

Support by the organization’s leadership for anti-corruption (B4)

Carrying out risk assessment of potential areas of corruption (D3)

Human Resources procedures supporting the anti-corruption commitment or policy, including communication to and training for all employees (B5 + D8)

Internal checks and balances to ensure consistency with the anti-corruption commitment (B6)

Actions taken to encourage business partners to implement anti-corruption commitments (D6)

Management responsibility and accountability for implementation of the anti-corruption commitment or policy (D7)

Communications (whistleblowing) channels and follow-up mechanisms for reporting concerns or seeking advice (D9)

Internal accounting and auditing procedures related to anticorruption (D10)

Other established or emerging best practices

Established Stakeholder Engagement Strategies across the globa with quarterly reporting cycles re performance, Mapping and Interaction

Leadership review of monitoring and improvement results (D12)

Process to deal with incidents (D13)

Use of independent external assurance of anti-corruption programmes (D15)

Outcomes of integration of the anti-corruption principle

Publicly stated formal policy of zero-tolerance of corruption (D1)

Commitment to be in compliance with all relevant anti-corruption laws, including the implementation of procedures to know the law and monitor changes (B2)

Statement of support for international and regional legal frameworks, such as the UN Convention against Corruption (D2)

Detailed policies for high-risk areas of corruption (D4)

Policy on anti-corruption regarding business partners (D5)

Other established or emerging best practices

In 2009 Siemens llaunched the US$100 million Siemens Integrity Initiative as part of the World Bank Siemens settlement. In 2013 Siemens stated the 2nd founding round with US$30million for Collective Action

Align core business strategy with one or more relevant UN goals/issues

Develop relevant products and services or design business models that contribute to UN goals/issues

Adopt and modify operating procedures to maximize contribution to UN goals/issues

Pursue social investments and philanthropic contributions that tie in with the core competencies or operating context of the company as an integrated part of its sustainability strategy

Coordinate efforts with other organizations and initiatives to amplify—and not negate or unnecessarily duplicate—the efforts of other contributors

Take responsibility for the intentional and unintentional effects of funding and have due regard for local customs, traditions, religions, and priorities of pertinent individuals and groups

Other established or emerging best practices

For more information re Social investments , please refer to http://www.siemens.com/sustainability/en/core-topics/corporate-citizenship/management-and-facts/index.php

Develop and implement partnership projects with public or private organizations (UN entities, government, NGOs, or other groups) on core business, social investments and/or advocacy

Join industry peers, UN entities and/or other stakeholders in initiatives contributing to solving common challenges and dilemmas at the global and/or local levels with an emphasis on initiatives extending the company’s positive impact on its value chain

Other established or emerging best practices

In a Multi-Stakeholder Approach with UNEP, the Frankfurt Scool of Management and IRENA, Siemens is sucessfully shaping projects with the focus on the implementation of decentrlized energy networks in emerging and developing countries

Publicly advocate the importance of action in relation to one or more UN goals/issues

Commit company leaders to participate in key summits, conferences, and other important public policy interactions in relation to one or more UN goals/issues

Other established or emerging best practices

Siemens is actively engaged with UN GC Caring 4 Climate program during the Conferences of Parties, currently with a strong focus to prepare business input for "the road to Paris" in 2015

CEO leads executive management team in development of corporate sustainability strategy, defining goals and overseeing implementation

CEO publicly delivers explicit statements and demonstrates personal leadership on sustainability and commitment to the UN Global Compact

CEO promotes initiatives to enhance sustainability of the company’s sector and leads development of industry standards

Other established or emerging best practices

Our CEO (Mr. Kaeser) and CSO (Mr. Busch) both demonstrate leadership for Sustainability and ensure TOP Management comittment. CEO and CSO also are actively engaged and provide input to the Post 2015 Sustainable Development Goals

Publicly recognize responsibility for the company’s impacts on internal and external stakeholders

Define sustainability strategies, goals and policies in consultation with key stakeholders

Consult stakeholders in dealing with implementation dilemmas and challenges and invite them to take active part in reviewing performance

Establish channels to engage with employees and other stakeholders to hear their ideas and address their concerns

Other established or emerging best practices

Siemens is performing a Stakeholder Engagement Assessment annually, containing Stakeholder identification, Mapping and prioritization. Concrete strategies and activities are derived from that Stakeholder Process.

Board of Directors (or equivalent) assumes responsibility and oversight for long-term corporate sustainability strategy and performance

Board establishes, where permissible, a committee or assigns an individual board member with responsibility for corporate sustainability.

Board (or committee), where permissible, approves formal reporting on corporate sustainability (Communication on Progress)

Other established or emerging best practices

SIemens installed the Siemens Sustainability Board with representatives of our Business Units and Corporate Functions; Mr. Roland Busch is Chief Sustainability Director and Member of the Siemens Board

Assessment of opportunities for constructive engagement with government actors in order to support peace

Management practices aimed at preventing corrupt relationships with government officials

Other established or emerging best practices

Siemens Government Affairs interacts with Policy Makers. Comprehensive guidelines and training materials for TOP Management and all othe employees give guidance for ethical bsuiness behaviour and prevention ov corruption wherever we make business

Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

Information on how policies, strategies and operating practices have been adapted to the specific high-risk/conflict context based on due diligence

Adherence to best practices even where national law sets a lower standard, including in the management of security services

Management of the supply chain to avoid contributing to conflict through purchasing decisions and practices

Other established or emerging best practices

A Project Organization was established toa adress the requirements of the"Conflict Menerals Rule" within our Supply Chain.

Any relevant policies, procedures, and activities that the company plans to undertake by its next COP to fulfill this criterion, including goals, timelines, metrics, and responsible staff

Stakeholder engagement mechanisms across company and contractor operations

Approaches to stakeholder engagement involving civil society, international organizations, etc

Actions toward constructive and peaceful company-community engagement

Sustainable social investment projects

Other established or emerging best practices

For more detailed information please refer to http://www.siemens.com/sustainability/en/sustainability-at-siemens/siemens-in-dialog.htm and http://www.siemens.com/sustainability/en/sustainability-at-siemens/index.php